Public Document Pack Overview and Scrutiny Management Board Agenda
Date: Wednesday, 18 December 2019 Time: 6.00 pm Venue: The Chamber - City Hall, College Green, Bristol, BS1 5TR
Distribution:
Councillors: Geoff Gollop, Stephen Clarke, Claire Hiscott, Paula O'Rourke, Celia Phipps, Jo Sergeant, Anthony Negus, Jeff Lovell, Lucy Whittle, Mark Brain and Brenda Massey
Issued by: Lucy Fleming, Democratic Services City Hall, PO Box 3167, Bristol, BS3 9FS Tel: 0117 92 222000 E-mail: [email protected] Date: Tuesday, 10 December 2019 Overview and Scrutiny Management Board – Agenda Agenda
1. Welcome, Introductions and Safety Information (Pages 5 - 6) 2. Apologies for absence
3. Declarations of Interest To note any declarations of interest from the Councillors. They are asked to indicate the relevant agenda item, the nature of the interest and in particular whether it is a disclosable pecuniary interest.
Any declarations of interest made at the meeting which is not on the register of interests should be notified to the Monitoring Officer for inclusion.
4. Minutes of the previous meeting(s) 14th August 2019 (Pages 7 - 16) 30th October 2019
5. Chair's Business To note any announcements from the Chair
6. Public Forum Up to 30 minutes is allowed for this item
Any member of the public or Councillor may participate in Public Forum. The detailed arrangements for so doing are set out in the Public Information Sheet at the back of this agenda. Public Forum items should be emailed to [email protected] and please note that the following deadlines will apply in relation to this meeting:-
Questions - Written questions must be received 3 clear working days prior to the meeting. For this meeting, this means that your question(s) must be received in this office at the latest by 5 pm on Thursday 12th December 2019.
Petitions and Statements - Petitions and statements must be received on the working day prior to the meeting. For this meeting this means that your submission must be received in this office at the latest by 12.00 noon on Tuesday 17th December 2019. Overview and Scrutiny Management Board – Agenda
7. Work Programme To note the work programme. (Pages 17 - 25)
8. Bristol Holding Group Company Business Plans Appendix 1: BCC Holding Limited Board – Commentary on Business Plans (Pages 26 - 107) Appendix 2: Bristol Holding Limited Draft Business Plan 2020-2021 Appendix 3: Bristol Waste Company Draft Business Plan 2020-2025 Appendix 4: Goram Homes Draft Business Plan 2020-2025 Appendix 5: Bristol Energy Draft Business Plan 2020 - 2025
9. Exclusion of Press and Public That under s.100A(4) of the Local Government Act 1972, the public be excluded from the meeting for the following item(s) of business on the grounds that it (they) involve(s) the likely disclosure of exempt information as defined in paragraph 3 of Part 1 of schedule 12A of the Act.
10. Bristol Holding Group Company Business Plans - Exempt Introduction to exempt session
Appendix 6a: Exempt Appendix to Bristol Energy Ltd. proposed draft Business Plan for 2020-2025
Appendix 6b: Exempt Appendix to Bristol Waste Company Ltd. draft proposed Business Plan for 2020-2025
Appendix 6c: Exempt Appendix to Goram Homes Ltd. proposed draft Business Plan for 2020-2025
11. Mayor's Forward Plan - Standing Item - For information (Pages 108 - 130) 12. Minutes from the WECA Overview and Scrutiny Committee - for information (standing item) (Pages 131 - 135) 13. Performance Q2 report - For information (Pages 136 - 149) Overview and Scrutiny Management Board – Agenda
14. Risk Register Q2 - For information (Pages 150 - 183) Agenda Item 1
www.bristol.gov.uk Public Information Sheet
Inspection of Papers - Local Government (Access to Information) Act 1985
You can find papers for all our meetings on our website at www.bristol.gov.uk.
You can also inspect papers at the City Hall Reception, College Green, Bristol, BS1 5TR.
Other formats and languages and assistance For those with hearing impairment Other o check with and You can get committee papers in other formats (e.g. large print, audio tape, braille etc) or in community languages by contacting the Democratic Services Officer. Please give as much notice as possible. We cannot guarantee re-formatting or translation of papers before the date of a particular meeting.
Committee rooms are fitted with induction loops to assist people with hearing impairment. If you require any assistance with this please speak to the Democratic Services Officer.
Public Forum
Members of the public may make a written statement ask a question or present a petition to most meetings. Your statement or question will be sent to the Committee and be available in the meeting room one hour before the meeting. Please submit it to [email protected] or Democratic Services Section, City Hall, College Green, Bristol BS1 5UY. The following requirements apply:
The statement is received no later than 12.00 noon on the working day before the meeting and is about a matter which is the responsibility of the committee concerned. The question is received no later than 5pm three clear working days before the meeting.
Any statement submitted should be no longer than one side of A4 paper. If the statement is longer than this, then for reasons of cost, only the first sheet will be copied and made available at the meeting. For copyright reasons, we are unable to reproduce or publish newspaper or magazine articles that may be attached to statements.
By participating in public forum business, we will assume that you have consented to your name and the details of your submission being recorded and circulated to the committee. This information will also be made available at the meeting to which it relates and placed in the official minute book as a public record (available from Democratic Services).
Page 5 www.bristol.gov.uk
We will try to remove personal information such as contact details. However, because of time constraints we cannot guarantee this, and you may therefore wish to consider if your statement contains information that you would prefer not to be in the public domain. Public Forum statements will not be posted on the council’s website. Other committee papers may be placed on the council’s website and information in them may be searchable on the internet.
Process during the meeting:
Public Forum is normally one of the first items on the agenda, although statements and petitions that relate to specific items on the agenda may be taken just before the item concerned. There will be no debate on statements or petitions. The Chair will call each submission in turn. When you are invited to speak, please make sure that your presentation focuses on the key issues that you would like Members to consider. This will have the greatest impact. Your time allocation may have to be strictly limited if there are a lot of submissions. This may be as short as one minute. If there are a large number of submissions on one matter a representative may be requested to speak on the groups behalf. If you do not attend or speak at the meeting at which your public forum submission is being taken your statement will be noted by Members.
For further information about procedure rules please refer to our Constitution https://www.bristol.gov.uk/how-council-decisions-are-made/constitution
Webcasting/ Recording of meetings
Members of the public attending meetings or taking part in Public forum are advised that all Full Council and Cabinet meetings and some other committee meetings are now filmed for live or subsequent broadcast via the council's webcasting pages. The whole of the meeting is filmed (except where there are confidential or exempt items) and the footage will be available for two years. If you ask a question or make a representation, then you are likely to be filmed and will be deemed to have given your consent to this. If you do not wish to be filmed you need to make yourself known to the webcasting staff. However, the Openness of Local Government Bodies Regulations 2014 now means that persons attending meetings may take photographs, film and audio record the proceedings and report on the meeting (Oral commentary is not permitted during the meeting as it would be disruptive). Members of the public should therefore be aware that they may be filmed by others attending and that is not within the council’s control.
Page 6 Public Document Pack Agenda Item 4
Bristol City Council Minutes of the Overview and Scrutiny Management Board
30 October 2019 at 6.00 pm
Members of the Board Present Councillors Stephen Clarke, Geoff Gollop (in the Chair),Claire Hiscott, Brenda Massey, Anthony Negus, Celia Phipps, Jo Sergeant and Jerome Thomas (substituting for Paula O Rourke).
Other Members in attendance;
Councillors Eleanor Combley and Gary Hopkins
1. Welcome, Introductions and Safety Information
The Chair welcomed all attendees to the meeting.
2. Apologies for absence
Apologies for absence were received from Councillors Johnson, and O'Rourke and Wright. Councillor Thomas substituted for Councillor O’Rourke.
3. Declarations of Interest
There were no declarations of interest.
4. Public Forum
The following public forum was received and a copy placed in the minute book.
No. Name Topic Statement 1 Councillor Geoff Gollop Clean Air Zone Statement 2 Councillor Clive Stevens Clean Air Zone
Page 7 [email protected]
Statement 3 Alan Morris, Bristol Clean Air Clean Air Zone Alliance Question 1 Suzanne Audrey Overview and Scrutiny Question 2 Cllr Eleanor Combley Clean Air Zone Questions 3 & 4 Cllr Jerome Thomas Clean Air Zone Geoffrey Allan, Chair of Clean Air Zone Totterdown Residents Question 5 Environmental& Social Action Community Interest Company (TRESA CIC) Questions 6, 7, 8 & 9 Gavin Spittlehouse Clean Air Zone Question 10 Christina Biggs Clean Air Zone
Following a supplementary question from Suzanne Audrey in relation to the late circulation of the papers for the meeting, Members noted that Officers had been working to tight deadlines to prepare the documentation, however, a number of measures had been put in place by way of mitigation, including two briefing sessions for Members and an extension to the usual public forum deadlines.
5. Improving Public Health Clean Air Plan
Officers introduced the item by providing a presentation (see Appendix A), and circulating a revised copy of the Clean Air Zone map (see Appendix B). During the ensuing discussion the following information was provided by Officers by way of clarification;
The Clean Air Plan scheme would be implemented by March 2021. The proposed Clean Air Plan included a Clean Air Zone (CAZ C) which would apply 24 hours a day, 7 days a week to all vehicles except private cars. Fees for HGVs, coaches and buses would be £100 per day, with other vehicles (e.g. taxis and Light Goods Vehicles) charged at £9 per day. The proposed scheme was a hybrid combining these two schemes i.e. CAZ C and a diesel vehicle ban. The private vehicle diesel car ban (including all categories of diesel vehicle such as those that were ‘Euro 6’) would be implemented for parts of the city centre and harbourside and would apply to all vehicles from 8am to 3pm, 7 days a week. It should be noted that the CAZ scheme must meet various legal tests in terms of proportionality and deliverability so a total car ban would not be accepted by the Government. A small number of schemes would be rolled out to assist with the introduction of the CAZ including a Park and Ride facility on the M32 and bus priority measures on Cumberland Road. Modelling indicated there were nine key sites in the city that were the most problematic in terms of meeting the Government’s air quality standards. Marlborough Street was the worst affected due to narrow roads, tall buildings, heavy traffic and the overall road network around the city.
Page 8 [email protected]
The figures used to inform the modelling were based on traffic samples taken in ‘neutral’ months such as November, as defined by the Department for Transport. The preferred hybrid model was predicted to reach clean air compliance in 2027, which was the earliest date of the options considered. When the Full Business Case for the CAZ was prepared, more detailed modelling for specific years would be conducted which may result in earlier compliance. Once the measures relating to the Clean Air Plan had been announced it was anticipated that people would start to change their behaviour by replacing vehicles with those that were more efficient or using more sustainable methods of transport. This could lead to earlier improvements in air quality. Engagement with key stakeholders and businesses had been a major element of the project and would continue to be an important element of the development of the Full Business Case. The purpose of this would be to identify the most appropriate use of exemptions, concessions and other mitigations to help stakeholders and businesses in relation to the implementation of the hybrid option. Details of the vehicle scrappage scheme were being prepared but it was estimated that up to £2k would be available for qualifying residents, with those on low incomes likely to be prioritised. The Council would need to submit a bid for appropriate funding to the Government’s Clean Air Business Fund. A Health Impact Assessment would be prepared as part of the Full Business Case although this was not a requirement of the Government. Consideration would be given to small businesses that may require employees to travel around the city, particularly those based outside of the diesel car ban area which may not qualify for scrappage scheme funding. The issues and information that had been collected as part of the responses to the consultation around the Clean Air proposals would be used to inform the Full Business Case. Some displacement of vehicles in the streets around the perimeter of the hybrid option was anticipated as part of the CAZ. This would be closely monitored following implementation and additional changes could be introduced to prevent issues. It was acknowledged that income from penalty charges for entering the diesel car bar zone were estimates only.
During the discussion, Members made a number of comments on the Clean Air Plan proposals for submission to Cabinet on 5th November 19 when the Outline Business Case was being considered. Details as follows;
Overall Comments on the Clean Air Plan
Members of the Overview and Scrutiny Management Board recognised that a significant amount of Officer and Consultant work had gone into producing the report and particularly wanted to put on record their thanks to Adam Crowther, Head of Strategic Transport and his team for their efforts, and for the very positive way they had engaged with Members in the run up to the meeting. The comments that follow are not intended to be critical of Officers but do reflect Members’ concerns.
Page 9 [email protected]
All Members stressed that the Clean Air Plan was a vital policy and they did not want to delay its implementation, but they were also seeking clarification around some queries and significant areas of concern. Members found the report to be lengthy and repetitive in places and whilst they understood this was because of the requirements set out by the Government’s Joint Air Quality Unit for the Outline Business Case, they concluded it may be difficult for the public to follow. Members suggested that a plain English executive summary of the report be provided, including a more detailed commentary of the various appendices. The Board understood that the Clean Air proposals needed to be submitted to the Government by 6th November 19 and this would not allow for a further round of public consultation. In view of this they suggested that additional public engagement be conducted as part of the development of the Final Business Case, particularly as the hybrid nature of the recommended scheme had not been subject to consultation. Members made a range of comments about the Clean Air proposals that were both constructive and positive. They agreed that it would have been preferable for a representative of the Cabinet to have been in attendance at the meeting to hear the discussion.
Concerns Requiring an Urgent Response
Access to a number of hospitals was a major concern as several were situated within the diesel car ban area. Members understood the need to improve the overall air quality in the city, however, they strongly suggested that work be undertaken to mitigate the impact on patients and visitors using the hospitals, many of whom would be located in the wider Bristol area and beyond. In particular, Members referred to St Michael’s Hospital, which provided a number of maternity services, including those for pregnant mothers and premature babies, who may experience extended stays. Members queried the impact of the displacement effect on air quality standards on roads outside of the Clean Air Zone. They requested that information be made available to show the current pollution levels at various monitoring points and for the modelled figures for future years to also be provided so that interested parties could assess the extent of any deterioration. The Board considered the impact of the proposed Arena in Filton and suggested that this should have been included in the modelling exercise, although they noted this was because Planning Permission had not been approved to date. Local ward Members wanted to know what the air quality impact would be in North Bristol if the Arena went ahead as displacement could make that area significantly worse. Under the proposals, drivers of newer Euro 6 ‘clean’ diesel cars would be treated the same way as drivers of ‘dirty’ diesel vehicles, but the emissions of Euro 6 diesels were often lower than older petrol cars. Members suggested that blanket implementation of the ban was inappropriate when technology should exist to differentiate between vehicle type. Members felt this approach was unjust and would potentially penalise motorists who had acquired ‘clean’ diesel vehicles in recent years.
Page 10 [email protected]
Financial assistance to business owners within the ban area was welcome, but many contractors who worked in central Bristol would travel in from the Greater Bristol area. Members recommended that a more inclusive solution be taken. The effectiveness of the diesel vehicle scrappage scheme was queried. Members were concerned that the Clean Air Plan proposals would not support all those who needed assistance as appeared to be directed at people living within the ban areas and did not recognise that those who worked or had other reasons to travel to the area could be equally affected. The Board were advised that the First Bus fleet would be compliant by March 21, and that no other bus operators had taken up the funding opportunities offered to upgrade their vehicles. Members expressed concern that this made it harder for potential competitors to First Bus to enter the market and suggested that support to other bus providers be re-offered. Members noted the proposed exemption for designated school buses but suggested that this be extended to include vehicles being used for school trips to visitor attractions in the city else the CAZ charge could make the excursions unviable, which would also impact on visitor numbers. Those areas that were already saturated with commuter parking were likely to find increased pressure from diesel drivers looking for parking spaces, which would produce further deterioration in air quality. Mitigation for those areas was essential. Concern was expressed that no alternative options had been considered for spending £113m on improving air quality.
Administrative matters;
OSMB members wished to raise two general points about the 5 November 19 Cabinet meeting;
Five working days’ notice
The practice of producing Cabinet papers to tight deadlines makes scrutiny difficult, and potentially impossible. The Clean Air proposals were potentially one of the most significant and important decisions to be taken by the Cabinet in recent years. However, Scrutiny effectively had 36 hours to absorb over 1000 pages. Members thanked Officers for providing supportive briefings to assist in this process but wished to put on record that for scrutiny to be effective, sufficient time needed to be factored in to the decision-making process for the papers to be scrutinised with proper notice. Cabinet should note that this wasn’t solely in relation to Members of Council, as the public also saw the scrutiny process as part of proper public engagement
Exempt Papers
There was a process whereby the Chair of OSMB and the relevant Scrutiny Commission were advised of any exempt papers and asked to agree with the classification. In the past that had worked, and the Chairs had seen the papers and the exempt documentation prior to publication, with sufficient time to assess the content and to be briefed if appropriate.
Page 11 [email protected]
Members anticipated there would be exempt papers for the Clean Air proposals and asked if this was the case on a number of occasions but received repeated assurances that there would be none. The Chair of the Overview and Scrutiny Management Board was surprised therefore to receive a call at 7pm on publication day to be advised that there were indeed confidential papers. At that stage Members had not seen any of the papers and did not know there were over 1000 pages. The Chair advised he would not agree to exempt papers in those circumstances. Members were further surprised to discover there were other exempt papers for the November Cabinet meeting and none of these had been through the above process. The established process was an important check and balance to prevent abuse of exempt status and Members would like assurances that this breach would not be repeated. Members hoped their comments conveyed the serious and business-like approach that OSMB took and that the Mayor and Cabinet would respond positively by acknowledging that the concerns raised reflected views expressed by affected residents and concerned local Members.
RESOLVED; That the statement outlined above be referred to Cabinet on 5th November 19
Meeting ended at 9.02 pm
CHAIR ______
Page 12 Bristol City Council Minutes of the Overview and Scrutiny Management Board
14th August 2019
Members of the Overview and Scrutiny Management Board (or substitutes) present; Councillors Mark Brain, Geoff Gollop (in the Chair), Claire Hiscott (in part), Anthony Negus, Jeff Lovell, Brenda Massey (in part), Paula O’Rourke and Councillor Clive Stevens (substituting for Councillor Clarke).
1. Welcome, Introductions and Safety Information
The Chair welcomed all attendees to the meeting and introductions were made.
The Head of Paid Service provided a verbal update regarding the Air Quality consultation that had recently closed advising that around 5000 responses had been received and that officers were working to bring an update report to a Cabinet meeting in September 19, date to be confirmed.
2. Apologies for Absence and Substitutions
Apologies for absence were received from Councillors Clarke and Phipps.
3. Declarations of Interest
Councillor Gollop declared that he attended meetings of the Council’s Shareholder Group as an observer.
4. Public Forum
The following public forum was received and a copy placed in the minute book, alongside the written answers to questions;
Ref Name Title Question 1 Cllr Clive Stevens Bristol Waste Company - Pay Mechanism adjustment Question 2 Cllr Clive Stevens Bristol Energy Company - Getting to sustainable profits and delivering social value Statement 2 Cllr Clive Stevens Bristol Energy
Answers to supplementary questions were provided as follows;
£355k was being returned to the council by the Bristol Waste Company (BWC) (see page 11 of the accompanying papers) as part of the payment mechanism, which has been introduced as the basis of the contract for services with the company.
Page 13 Financial reviews of the operation of the payment mechanism would be conducted regularly to identify trends, and the results could be shared with the Overview and Scrutiny Management Board.
5. Bristol Waste Annual Performance 2018/19
Members received a presentation from representatives of Bristol Waste Company (BWC) setting out the Bristol Waste Annual Performance report for 18/19, a copy of which is appended to these minutes at Appendix A. The Board went on to comment on the information provided and ask for additional details in a number of areas. The discussion was as follows;
BWC was permitted to operate commercial waste contracts at up to 20% of the company’s annual turnover. A number of steps were being taken to secure new commercial waste customers. It was important to ensure that all commercial waste contracts generated sufficient profit. Staff at BWC were being supported with learning and development, as set out in the learning catalogue. This included help with literacy and numeracy where appropriate. Safety was a concern for waste collection operatives as some drivers drove in an irresponsible way, for example overtaking on narrow streets. The installation of cameras on all waste collection vehicles would be completed by the end of August 19 and a public awareness campaign in conjunction with Avon and Somerset Constabulary and the Bristol Post was planned. Consideration had been given to minimising waste collections during rush hours but were focussing attention on making the kerb side sort process more efficient, by making it easier for customers to sort their waste more efficiently, which would take less time and vehicles could move on more swiftly. BWC could not currently combine household and commercial waste collections as the Department for Environment, Food and Rural Affairs required the collation of separate data. The recent innovative marketing campaigns such as ‘Slim my Waste’ were welcomed. BWC recognised that some recyclate was a valuable asset and sold it on where possible, raising £2.2m in 18/19. In order to maximise profits, the timing of the sale of some material, such as aluminium, was managed to optimise income. Recent staff movements in the community engagement function were discussed. Most plastics, with the exception of black plastic, were collected by BWC. A campaign is due to start in the autumn to remind residents about the correct receptacles to use for different types of waste. The Hartcliffe Recycling Centre is on target for construction by summer 2020. The Clean Streets programme aimed to bring together key stakeholders to reduce waste at source and was one of the main priorities for BWC. Schemes to incentivise residents to recycle more waste – such as reductions in Council Tax – should be explored. Bristol had the highest recycling rates of the Core Cities and the second highest for amounts of waste produced, but more was being done to further improve. BWC was looking to work closely with the Council on collaboration with respect to back office services, such as IT and HR, in order to improve cost effectiveness.
Bristol Waste were thanked for the update.
RESOLVED; That Bristol Waste Company’s Performance report for 18/19 be noted.
Page 14 6. Bristol Energy Annual Performance 2018/19
Members received an introductory presentation from representatives of Bristol Energy Company (BEC) which is appended to these minutes at Appendix B. The Board considered the information, seeking clarification where appropriate. The salient points were as follows;
BEC was participating in a trial of the Councils’ Social Value portal, which used a range of factors, including staff salaries, carbon savings and charitable donations when assessing a company’s social value performance. Only Bristol based staff salaries had been included in the assessment. The social value methodology could be shared with Members if required. Members asked BEC to elaborate on the company’s Social Value performance in future reports, to include benefits to employees and statistics around reductions in fuel poverty and investments in green energy infrastructure etc. BEC had an apprenticeship scheme and also offered employment to people with a broad range of backgrounds. Concerns were raised about the size of some salaries at BEC in view of the company’s losses. It was agreed that the company’s business plan for 19/20, which was exempt from publication, could be shared with the committee members if requested. The customer base of BEC had increased by 38%, and now included 22000 of Bristol’s households. BEC had developed a refreshed marketing strategy for the company which would soon be rolled out. The Council were of the view that the future for BEC was aligned with the cities ambitions for decarbonisation, set out in the City Leap - a series of energy and infrastructure investment opportunities for a cleaner, greener Bristol. Additional consideration of the future of BEC would take place when the OSMB reviewed the Companies’ business plans in December 19.
Bristol Energy Company were thanked for attending the meeting.
RESOLVED; that the update be noted.
There was a 5 minute comfort break. Councillors Massey and Hiscott left the meeting.
7. Bristol Holding Limited Annual Performance 2018/19
The Chair introduced the item, commenting that transparency around the Council’s Companies and willingness for cooperative working had improved significantly in recent times, which should be welcomed.
Members queried the situation regarding Goram Homes (the Council’s Housing Company) and were advised that it was formed on 1st October 18 and the first business plan would be provided to OSMB in December 19.
The meeting ended at 5.27pm
CHAIR ______
Page 15 Appendix A – Bristol Waste Company Annual Performance Report 18/19 presentation
Appendix – Bristol Energy Company Annual Performance Report 18/19 presentation
Page 16 Agenda Item 7
OSMB – work programme
Overview and Scrutiny Management Board 18th December 2019
Report of: Tim O’Gara, Service Director, Legal and Democratic Services
Title: Scrutiny Work Programme – 2019/ 2020 (Standing Item)
Ward: City wide
Recommendation:
The Overview and Scrutiny Management Board (OSMB) are asked to note the Scrutiny work programme which was unanimously agreed at the workshop on the 6th June 2019.
Page 17 OSMB – work programme
Context
1. At the Scrutiny workshop on the 6th June 2019 Members were presented with a range of potential scrutiny items and a variety of background information. Members discussed and created a work programme, supported by senior officers from each directorate and scrutiny policy advisors.
1.1 The work programme is presented by Scrutiny Commission: OSM, People, Communities, Resources & Growth & Regeneration.
1.2 Scrutiny Chairs can agree necessary changes to individual work programmes when required.
Next Steps
2. As the parent committee with overall responsibility for scrutiny, the OSMB will receive the work programme as a standing item at each meeting.
Financial Implications
3. Not applicable
Legal Implications
4. Legal Services will be consulted on aspects of the work programme as appropriate
Public Sector Equality Duties
5. The Scrutiny function plays an important part in assisting the Council in meeting its public sector equality duties and ensuring that the views of different communities and members of the public are taken into account in the development and delivery of services. Scrutiny work streams need to ensure that assessments of equalities impacts are an integral part of their work both in terms of scoping topics, gathering evidence and formulating recommendations.
Appendices
Appendix A – Work Programme
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985
Background Papers: None.
Page 18 Scrutiny Work Programme 2019 / 2020
People Scrutiny Communities Scrutiny Growth and Resources Scrutiny Overview & Scrutiny Commission Commission Regeneration Scrutiny Commission Management Board Commission July 2019 2pm, Thursday 18th July 2pm, Thursday 24th July 6pm, Tues 23rd July 6pm, 17th July (MQT 5pm) (WECA Briefing beforehand) Annual Business Report Annual Business Report Annual Business Report Performance Report (Q4) Performance Report (Q4) Performance Report (Q4) Performance Report (Q4) Risk Report (Corporate) Transition Support for Parks and Green Spaces School Streets and No-idling Clean Air Plan Disabled Young People Strategy (possibly allotments) SEND Standing Item -> SEND Crime and Disorder - Crime Public Transport BREXIT Preparedness Report Strategy and ASB performance including ‘Transport Authority and Governance’, Bus Strategy, Bus Deal, real-time Page 19 Page information, and future mobility Better Lives – focus on Waste – recycling and reuse; Multimodal Transport Work Programme – including working age adults waste minimisation; clean (including mass transit and Scrutiny Inquiry Days and Streets and enforcement rail, interchanges, ticketing) Task and Finish Groups (including graffiti update). Budget Scrutiny Process Confirmation BCC Thematic Boards Health Sub-Committee Terms of Reference Temple Island - update on proposals and disposal arrangements August 2019 3pm - 14th August Companies Performance September 2019 Sept TBC – Post Cabinet 6pm, Thurs, 26th September 4pm, Weds 18th September Dispatch Performance Report (Q1) Annual Business Report Air Quality (Cabinet Report) People Scrutiny Communities Scrutiny Growth and Resources Scrutiny Overview & Scrutiny Commission Commission Regeneration Scrutiny Commission Management Board Commission Assets Strategy Performance Report (Q1) Update on the Mayor’s Finance Monitoring Reports Climate Emergency Action Plan
Local Plan (responses to May IT Transformation 2019 public consultation) Programme To included External Auditor Bristol Harbour Review Financial Debt / Arears across the council Commercialisation and Innovation – general overview Investment in Regional Page 20 Page Community Bank and City Fund – questions only Annual Business Report October 2019 5pm, Monday 14th October 5pm, Thursday 10th October 3pm Thurs 31st October 6pm, Wed 30th October
Performance Report (Q1) Performance Report (Q1) Finance Monitoring Report Performance Report (Q1)
SEND Standing Item -> SEND Libraries - Update Legal Services - Service Plan Clean Air Plan OFSTED Inspection/ and Draft Strategy Improvement plan Contextualised Safeguarding Neighbourhood Enforcement Collection Fund / Financial Surplus/Deficit Report Strengthening Families Risk Report (Corporate) Council Tax Base Report Programme Risk Report (Corporate) Report from Financials T&F Group Risk Report (Corporate)
November 2019 People Scrutiny Communities Scrutiny Growth and Resources Scrutiny Overview & Scrutiny Commission Commission Regeneration Scrutiny Commission Management Board Commission 2pm, Thursday 28th 6pm Thurs, 14th Nov November MEETING POSTPONED Performance Report (Q2) Thrive update Substance Misuse Strategy development
Domestic Violence and Sexual Abuse commissioning
December 2019 Page 21 Page 3pm Wednesday 18th 5pm Weds, 18th December December
Performance Report (Q2) - TO Performance Report Q2 NOTE Finance Monitoring Report P7 Risk Report - TO NOTE University Buildings and Housing Company Business Business Rates Plan Report of Financial T&F Energy Company Business Group Plan Commercialisation and Bristol Waste Company Innovation (Information Item) Business Plan Contract Management Agile Working ICT Report January 2020 10am Mon 27th January 10am Mon 27th January 6pm, 9th January 2020 10am, Tue 28th January Keeping Bristol Safe - new Keeping Bristol Safe - new Performance Report (Q2) High Streets Inquiry Day governance arrangements governance arrangements and remit. Joint session with and remit. Joint session with Communities Scrutiny People Scrutiny Commission People Scrutiny Communities Scrutiny Growth and Resources Scrutiny Overview & Scrutiny Commission Commission Regeneration Scrutiny Commission Management Board Commission Commission Housing Lettings Review Risk Report Performance Report (Q2) DRAFT Asset Management / 5pm, 30th January 2020 Property Strategy Student Impact on Update on the Mayor’s One City Plan – annual report Communities Climate Emergency Action Plan Emerging Evidence Base for the One City Climate Strategy
Temple Island Regeneration One City Plan – progress Approach update Clean Air Zone Update
February 22 Page 2020 12:30pm, Mon 3rd February February (TBC/ WC 11th Feb 4pm, Thurs 6th February 6pm) (G&RSC Member visit to Temple Meads in advance of meeting) OFSTED/CQC report Temple Meads and St Philips Budget Scrutiny meeting (see Master Plan appendix A) To include Temple Quarter Enterprise Zone Bristol Local Flood Risk Information Management Management Strategy, Strategy (TBC) including River Avon Flood Strategy 1:30pm, Mon 3rd February City Centre Framework Legal Services - Service Plan and Draft Strategy – Exempt Item? SEND Evidence Day
10am, Thursday 27th February Hospital Education Strategy for Inclusion Fixed Term Exclusions SEND Evidence Day recommendations
10am, Thursday 12th March 5pm, 2nd March 2020 Risk Report City Leap Performance Report (Q3) Business Plans Community strategy, including community partnerships / Area Committees Bristol Impact Fund (funding for the voluntary sector) Items to be Scheduled
Page 23 Page Sports Strategy briefing Community Safety Partnership / Crime and Disorder briefing: To inform for December CSC (new structure – new governance arrangements and what is the remit). Performance criteria for waste – possible T&F Parks commercialisation Waste Appendix A – Budget Scrutiny Process 19/20
2019/2020 Budget / MTFP Scrutiny: timeline, process and associated Task and Finish Group
The proposal for 2019 /2020 scrutiny of the budget and MTFP is as follows:
Budget / MTFP Task and Finish Group – see timeline below. Please note the number of T&F Group meetings is yet to be confirmed o Suggestion that the Group is retitled the ‘Financials’ T&F Group
Because of the short timescales between the release of the budget information and Cabinet meeting it has been suggested to feed Budget Scrutiny into Full Council instead of Cabinet as this gives much more time for officers to respond to questions and provide information. The Task and Finish Group would work as before and assist officers in preparing a robust budget and make sure all councillors are as informed as possible before they vote at the end of February.
A report on the budget from scrutiny would be submitted to Full Council and sent to all Members (via MATI email). This would be around the same time as the Group Amendments are submitted. Page 24 Page The Scrutiny Budget Report will be a public document.
The Task & Finish Group will start to look at the MTFP in September. Then switch to the Budget and complete in end of January / early February with the goal of informing Full Council.
Timeline and Activity
Green = T&F Group Blue = Resources Scrutiny Commission Purple = Cabinet Orange = Full Council
Date Activity Further Information
20/09/19 Financials T&F Group – begins Stage 1 (3 meetings) on Government’s 4 year 04/10/19 settlement for 2020 incl. 75% business rates, MTFP 18/10/19 and capital program. Ending in a paper to Resources Scrutiny (and Cabinet).
31/10/19 Resources Scrutiny Commission meeting Ahead of 6th November Cabinet 05/11/19 MTFP on Cabinet Meeting Agenda
15/11/19 Financials T&F Group Stage 2 (2 meetings) and informed by P4 and/or P5 29/11/19 accounts / variances etc, challenging the budget assumptions (in 2018 we looked at SEN and both aspects of ASC). And perhaps a summary to December Resources Scrutiny. 18/12/19 Resources Scrutiny Commission meeting
13/01/20 Budget Cabinet Meeting Papers Published Budget Cabinet Meeting 21/01/20
24/01/20 Financials T&F Group Stage 3 (1 or 2 meetings) and informed by Cabinet Budget papers, “to make sure FC makes an informed decision when it votes in February 2020”. This stage Page 25 Page would include a joint meeting with Resources Scrutiny (as per below)
Pre-prepared questions for officers Finance Officers present Report produced for RSC in Feb
06/02/20 Resources Scrutiny Commission - Budget Invite T&F Group and OSMB Members Scrutiny Meeting RSC report produced and sent to all Members to inform Full Council debate Exec Directors and Portfolio holders invited to respond to questions
14/02/20 Budget Full Council Papers Dispatch To include a report from Scrutiny
25/02/20 Budget Full Council Agenda Item 8 Name of Meeting – Report Overview and Scrutiny Management Board 18 December 2019
Report of: Mike Jackson, Executive Director of Resources and Head of Paid Service
Title: Bristol Holding Limited Group Company Draft Business Plans 2020/21 –2024/25
Ward: All
Officer Presenting Report: Penny Fell: Director of Commercialisation, Citizens and Shareholder Liaison
Contact Telephone Number: 0117 92 22287
Recommendation:
That members review and provide comments on the Draft Business Plans of the Bristol Holding Group of companies prior to their approval at Cabinet.
The significant issues in the report are:
1. Bristol Holding Ltd will update the committee on the progress of the companies in the production of their annual Draft Business Plans, (Appendix 1)
2. Bristol Holding Ltd. proposed Draft Business Plan for 2020/21 is provided. (Appendix 2)
3. Bristol Waste Company Ltd. proposed Draft Business Plan for 2020/21-2024/25 is provided. (Appendix 3)
4. Goram Homes Ltd. proposed Draft Business Plan for 2020/21-2024/25 is provided. (Appendix 4)
5. Bristol Energy Ltd. proposed Draft Business Plan for 2020/21-2024/25 is provided. (Appendix 5)
Page 26 1 Name of Meeting – Report
1. Summary
The Bristol Holding Group of companies includes Bristol Holding Limited (company number 9302408) as parent company, the Bristol Waste Company Limited (company number 09472624), Bristol Energy Limited (company number 09135084), and Goram Homes Limited (company number 11597204).
The annual approval of a rolling five year Business Plan sets the direction for the future of each of the companies. This approval is a key decision, and so will be made at Cabinet. Members are asked to review and provide comments prior to this decision being made.
2. Policy Bristol Energy’s Business Plan aligns with the key theme of wellbeing, supporting Bristol to be on course to be run entirely on clean energy by 2050 through both investment in renewable generation and development of innovative products to reduce domestic fuel consumption and tackle fuel poverty.
Bristol Waste’s Business Plan aligns with the key theme of wellbeing, improving the environment, ensuring citizens enjoy cleaner streets, and moving towards a more ‘circular economy’, where goods and materials are reused and recycled rather than discarded, as waste can also help contribute to protecting both our economy and our environment, with positive wellbeing outcomes.
Goram Homes Business Plan supports the ‘fair and inclusive’ commitment to building 2,000 homes each year by 2020.
4. Consultation 4a) Internal Company Business Plans undergo an annual process of review and sign off which begins at each of the subsidiary company Boards from September to November. Bristol Holding Ltd then carries out due diligence on the Business Plans during October to November, before a final review by the council’s advisory Shareholder Group each November, prior to recommendation of the Plans to Cabinet in January 2020.
4b) External None
5. Public Sector Equality Duties 5a) Before making a decision, section 149 Equality Act 2010 requires that each decision-maker considers the need to promote equality for persons with the following “protected characteristics”: age, disability, gender reassignment, pregnancy and maternity, race, religion or belief, sex, sexual orientation. Each decision-maker must, therefore, have due regard to the need to:
i) Eliminate discrimination, harassment, victimisation and any other conduct prohibited under the Equality Act 2010.
ii) Advance equality of opportunity between persons who share a relevant protected characteristic and those who do not share it. This involves having due regard, in particular, to the need to --
- remove or minimise disadvantage suffered by persons who share a relevant protected Page 27 2 Name of Meeting – Report
characteristic;
- take steps to meet the needs of persons who share a relevant protected characteristic that are different from the needs of people who do not share it (in relation to disabled people, this includes, in particular, steps to take account of disabled persons' disabilities);
- encourage persons who share a protected characteristic to participate in public life or in any other activity in which participation by such persons is disproportionately low.
iii) Foster good relations between persons who share a relevant protected characteristic and those who do not share it. This involves having due regard, in particular, to the need to – - tackle prejudice; and - promote understanding.
5b) As the expanded role of Bristol Holding Ltd beds in over the period of the Business Plans, the company intends to ensure a consistent approach is adopted across the group with respect to both monitoring, and increasing diversity and inclusion for persons with protected characteristics.
Appendices: - Appendix 1. Bristol Holding Ltd Board – Commentary on Business Plans - Appendix 2. Bristol Holding Ltd – Draft Business Plan 2020 - 21 - Appendix 3. Bristol Waste Company Draft Business Plan - 2020/21 –2024/25 - Appendix 4. Goram Homes Draft Business Plan - 2020/21 –2024/25 - Appendix 5. Bristol Energy – Draft Business Plan 2020/21 –2024/25
Exempt Appendices: - Appendix 6. Exempt Appendices to Bristol Holding Group Company Business plans . 6a. Exempt Appendix to Bristol Energy Ltd. proposed draft Business Plan for 2020/21-2024/25 . 6b. Exempt Appendix to Bristol Waste Company Ltd. proposed draft Business Plan 2020/21-2024/25 . 6c. Exempt Appendix to Goram Homes Ltd. proposed draft Business Plan for 2020/21-2024/25
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 Background Papers: Previous Business Plans of the companies: 1. Cabinet report 2 April 2018: Business Planning Update: Bristol Holding Ltd 2019/20 2. Cabinet report 22 Jan 2019: Business Planning Update: the Bristol Waste Company Ltd 2019/20 – 2021/22. 3. Cabinet report 2 April 2018: Bristol Energy Limited Business Plan 2019/20 –2023/24 4. Cabinet report 4 September 2019: Creation of the Housing Company
Page 28 3 BCC Holding Co Ltd Update Page 29 Page
OSMB Meeting Wednesday 18 Dec 2019
DRAFT V1 DATED 10 Nov 19 Across the Group
Headlines: • BHL up and running from Sept with new Exec Chair and Board. • BWC in good shape, returning a surplus this year and throughout BP period. Page 30 Page • Goram Homes now established with new MD since Sept, selected first JV partners and moving to develop Romney and Baltic Wharf sites. • BE continues to face significant challenges, but new Board and MD driving various improvement programmes.
Bristol Holding Update
Headlines: • Board in place since Sept and increasingly operating effectively. • Excellent ongoing engagement/transparency with companies and their respective boards. Page 31 Page • Role agreed by Shareholder Group. • Focus on performance management, governance and addressing audit and risk management across the Group. • Big effort to shape Transition Year – Focus of 20/21 BP. • Establishment of Heat Network Special Purpose Vehicles (SPVs).
BP Overview Headlines: • BHL – Focus on one (Transition) year, funded by taxing companies and BCC Progs (eg City Leap) • BWC – Overall, continuing to return surplus throughout BP period with
Page 32 Page significant growth in non-teckal commercial business. • Key Risks: Waste disposal cost increase & Commercial business growth not achieved. • Goram Homes - Preferred scheme and bidders for Romney and Baltic Wharf now approved and notified. Goram moving towards contract negotiation. • Key Risk: dependent on a development pipeline that enables a timely delivery programme • BE – B/E Point remains 23/24; not seeking new investments nor increased collateral, however, risks/challenges remain significant. • Key Risks: Failure to secure customer base; market volatility; Credit Gap
No additional investments or Collateral increases to existing approvals required
Bristol Holding
Page 33 Page Q & A Session
Bristol Holding Limited
Business Plan 2020/2021
As a Group, efficiently deliver outstanding services that contribute economically and socially to the success of Bristol. Page 34 Bristol Holding Limited Business Plan 2020/2021
Contents
Foreword 04
Background 04 Page 35 Page Introduction 04 • Strategic Alignment, Vision, Mission and Values 05
Bristol Holding Co Ltd. (BHL) Purpose 08 • Role 09 • Longer Term Plan 09 • BHL Transition Year 09
Governance and Risk Management 10 • Governance 11 • Audit & Risk Management 11
BHL Transition Year – Delivery Focus 12 • Our Targets This Year 13 • Finance 13 • How the Shareholder can help success 14
Summary 16
Appendices 17 1. Biographies – BHL Board of Directors 17 2. BHL 2020/21 Targets 18 3. Risks 19 Foreword Background Strategic Alignment We are Dedicated By Peter Beange Councils continue to face budget challenges and BCC in common The Council wishes to ensure that, wherever possible We strive to make with many other Local Authorities has set up commercial trading a difference Executive Chair, depending on each company’s legal status, that the companies to deliver services or add value. core of each business is aligned around the same Bristol Holding Co Ltd When council budgets are under pressure Local Authority Trading core values: I am delighted to introduce this Companies (LATCOs) can provide cost effective and efficient ways • Citizens at the heart – providing great services that are right for all year’s business plan. As readers of providing services. Bristol Energy (BE) and Bristol Waste Company citizens and customers. may already know, Bristol City (BWC) have operated for over three years and Goram Homes has • A commercial approach, which secures value for money and optimizes Council (BCC) owns a diverse recently joined the BHL Group. Each of the three subsidiaries in the We are all available resources. set of companies and the Bristol Group deliver specific services in their own fields of expertise. Curious • – to maximise opportunities for joint Holding Company (BHL) has The BHL Group of companies will deliver a return to Bristol in several Partnerships and collaboration We ask questions working, particularly in the context of BCC, its family of companies and been established to manage its ways: - and explore interests across this group of the One City Plan2. possibilities companies. • Financially - direct financial returns to the Council • Governance, fairness and transparency – implementing robust It is very early days and this year’s • Investing in Bristol - through capital investments procedures to ensure regulatory and legal compliance. plan focuses on the transition • Productivity and efficiency - through modernising the businesses, • Ethical standards – ensuring the well-being and protection of the work period as we start up BHL and shared services, more efficient processes and agile working forces throughout the companies. establish effective governance • Employment and skills - today 827 staff are employed across the and oversight functions across • Innovation and improvement – continuously developing and improving We show Group, approx 80% live in a Bristol postcode. Our companies invest our processes and working innovatively to secure improved outcomes. the Group of companies. The Respect BHL Board has ambition and is in skills and training of our people. clear in what needs to be done • Expenditure - our staff and business contribute to the GVA of Bristol. Our Vision for the Group We treat each
as 36 Page we work together with our other fairly • Environment - our companies are focussed on minimising the BCC Shareholder and subsidiary adverse impact to the environment companies to deliver change and BHL has been established to drive greater effectiveness of the Council position the Group for • Local communities - our businesses consider carefully how they companies as a group, so our vision is rightly concerned with the Group, future growth. can contribute social value and add community benefits across their rather than just the holding company, per se. The Board’s ambition is that operations by working together with BCC, its Shareholder Group (SHG) and subsidiary As we develop the BHL Group we will quantify these benefits and business leaders, we can create a commercial organisation that sets the We take embed clear objectives in all of these important areas across the foundations for the future. A group model that will be seen to be effective Ownership companies. in delivering quality services in a commercially effective and efficient manner, whilst ensuring a strong contribution to improving social value. We accept By doing so, we will be judged by others as a centre of excellence within personal Introduction the City of Bristol, attracting further commercialisation of existing BCC accountability services.
In April 2019 the BCC Cabinet approved the 2019/2020 business “This plan sets our vision plan to re-launch the concept of a council owned holding company and priorities to ensure to support the Shareholder in managing its current and future we deliver for Bristol, its interests in its companies more effectively. We are communities and meet Collaborative The Executive Chairman of the Holding Company was recruited the ambitions of BCC.” in August and the newly structured Holding Company Board (See We come Appendix 1) held its first meeting in September this year. Although it together to reach is very early in the transition to a fully effective holding company, shared goals our vision and thoughts for the future are ambitious, and aim to create efficiencies and opportunities and ensure successful company performance within the Group.
1 Bristol Energy, Bristol Waste, Goram Homes and Bristol is Open.
2 In January 2019 BCC published its first ever One City Plan. It is the product of our city’s commitment to come together to agree and work for the future we want to see by 2050. www.bristolonecity.com
04 Bristol Holding Limited Business Plan 2020/2021 Bristol Holding Limited Business Plan 2020/2021 05 The Group’s Mission
As a Group, efficiently deliver outstanding services that contribute economically and socially to the success of Bristol. The Board’s ambition is that by working As outlined above, our purpose as a holding company is to lead and shape the wider group of companies to more effectively and efficiently together with BCC, deliver services. Thus, we see our mission as a group intent. its Shareholder Group (SHG) and Values and Behaviours subsidiary business leaders, we can As a BCC partner organisation, we will embrace the Council’s values and behaviours. create a commercial As we establish BHL and build a collaborative approach to working across organisation that sets the Group, we will ensure that the Group’s values and behaviours build on the foundations for BCC Values and behaviours. the future. Our Board Page 37 Page
David 2 6 Forbes
1 3 5
4
1. Peter Beange | Executive Chairman 2. Chris Holmes | Group Finance Director 3. Councillor Mark Bradshaw | Council Nominated Non-Executive Director 4. Elaine Holt | Independent Senior Non-Executive Director 5. Alex Wiseman | Independent Non-Executive Non-Director 6. David Forbes | Company Secretariat
06 Bristol Holding Limited Business Plan 2020/2021 Bristol Holding Limited Business Plan 2020/2021 06 Role BHL Transition Year Historically, there has been extensive ongoing engagement between BCC and their companies. However, this has required the Shareholder and various council As outlined above, this year’s officers to dedicate a considerable amount of effort and resource business plan is focused on to managing the subsidiaries. In order to support the Shareholder building the foundations for in managing its current and future interests in its companies more success in what is a transition effectively, BHL is now established to provide the following roles: year for BHL. • Build & maintain strong links between BHL companies, the The remaining sections of Shareholder, councillors and wider stakeholder community this year’s business plan set out the Governance and Risk • Implementing and auditing controls to ensure strong governance Management approach, before and effective oversight of the Group performance detailing the budgetary resources • Ensuring effective Risk Management across the Group that will be required. Next, we • Achieve the strategic vision and delivering optimal performance outline a range of operational across Group targets that will need to be delivered this year. Finally, this • Determine strategic direction for BHL and providing strategic plan outlines a selection of guidance/context to the Group high-level risks that will need • Look at opportunities to grow profit for the Group to be managed in the business. • Work with MDs to ensure a people-centric business in line with BHL Group Values Page 38 Page • Champion innovation and continuous improvement, challenging status quo in order to drive operational and service excellence • Enable sustainable growth across the Group • Build Shareholder’s trust & confidence in all Group companies Bristol Holding Company Ltd (BHL) • Create an environment whereby the companies can focus on operations with more freedom and agility Purpose • Ensuring a safe and compliant environment across the group of companies.
Each of the three subsidiaries within the BHL Group deliver business specific services in their own fields of expertise3. BHL has been Longer term Plan established to perform several specific governance and oversight functions necessary to ensure the continuing effectiveness of the Council along with regulatory compliance and effective management “We aspire to also save costs and To achieve our vision, the BHL Board needs to work together with subsidiaries and wider stakeholders to of risk. thus increase returns across the Group and ensure compliance transform the way we do business today. There is much to be done and we envisage that it will require several First and foremost, BHL provides the necessary governance, scrutiny years to achieve our overall intent. and assurance that the Council’s strategic objectives on each subsidiary through a range of back-office Whilst in future business plans, we envisage setting out our plans as one group, 2020 is judged to be a transition are being delivered, and that the individual subsidiaries are being run shared services for, and on behalf year in building the foundations across the group; including the establishment of effective governance, correctly. Next, and in order to relieve the Council of the day-to-day of, the individual subsidiaries.” performance and risk management, and starting to build a centralised shared service approach. We are also supervision of their companies, it is vital that BHL ensures there is acutely aware that we need to minimise additional cost to the business, and that whilst we need the support and consistency in reporting and oversight of the subsidiaries despite the involvement of the subsidiary businesses, we also need to ensure that they remain focused on delivery of their significant differences across the businesses. services and execution of their own business plans. In the longer-term, we aspire to also save costs and thus increase returns This represents a significant business and operational challenge; however, the BHL Board has the necessary across the Group and ensure compliance through a range of back-office commercial background and wider business experience to ensure success. We are unified in our commitment shared services for, and on behalf of, the individual subsidiaries. towards achieving this vision.
3 At the time of writing, Bristol Energy; Bristol Waste and Goram Homes are already wholly owned subsidiaries of BHL. Under current plans, Bristol is Open may transfer to BHL in 2020.
08 Bristol Holding Limited Business Plan 2020/2021 Bristol Holding Limited Business Plan 2020/2021 09 Governance
BHL is already moving forward to lead the Group in regard to establishing more effective oversight and governance of the business. Working together with the Council and subsidiaries, 2020 will include BHL is already a full legal review of the existing governance arrangements and levels moving forward of delegation with consideration to better enable BHL to operate more directly with subsidiaries across the Group, whilst protecting the to lead the Group Shareholder and BCC’s interests. in regard to Risk Management establishing more effective oversight and governance The BHL Board is establishing group wide committees4, including an Audit and Risk Committee (ARC). of the business. Whilst identification and management of the risks associated with each subsidiary within the Group will remain the responsibility of the respective business Board, the BHL ARC will be responsible for assisting the BHL Board in fulfilling its oversight responsibilities by reviewing and monitoring: • the Group level risk register to identify and ensure mitigation of the most critical risks; Page 39 Page • the integrity of the financial information provided to BHL Board and BCC; • the Company’s and the Group’s systems for internal controls and risk management; Governance and Risk Management • the internal and external audit process and auditors; and • the process for compliance with laws, regulations and ethical codes of practice. The existing BHL Group governance structure and delegation of functions was developed in discussion with members of the Although the BHL Board has yet to fully review risk and develop our Council’s Shareholder Group over the latter part of 2018 and own risk register, the risks at Appendix 3 are deemed to represent approved in the BHL 2019/20 Business Plan. some of the key risks that impact BHL and delivery of this business “The BCC Internal Audit plan and will need managing throughout the period. The Risk Management approach varies across the Group today. All team have also carried out subsidiaries have some form of risk register and some businesses also audits on various subsidiaries operate Audit & Risk Committees. The BCC Internal Audit team have also carried out audits on various subsidiaries over the last few years over the last few years and and additionally, subsidiaries have commissioned their own more additionally, subsidiaries technical audits. have commissioned their own more technical audits.”
4 Audit and Risk, Remuneration and Nomination Committees are being established at Group level.
10 Bristol Holding Limited Business Plan 2020/2021 Bristol Holding Limited Business Plan 2020/2021 11 Our Targets This Year BHL Transition Year For 2020/21, it is intended that each of the BHL Group of companies will continue to track their progress and measure success against individual business plans and an agreed set of Key Performance Indicators (KPIs). As outlined above, As mentioned above, in future years we will bring a Group Business this year’s business Plan forward with agreed cross cutting objectives, as well as key plan is focused individual subsidiary business targets. Appendix 1 is a summary of BHL’s key targets for the period of on building the this plan. foundations for success in what is Finance a transition year for BHL. As BHL transitions to full operational capability, its resource requirement will increase accordingly. The remaining sections of this year’s business plan set This will be kept under constant review to ensure value is maximised out the Governance and Risk both to its subsidiaries and shareholder. We will evaluate the Management approach, before mitigating savings and efficiencies that can be generated from detailing the budgetary resources improved financing arrangements, joint procurement opportunities that will be required. Next, we and shared services, with the aim of over the medium term, being in outline a range of operational a positive sot/benefit position compared to 2018/19. Page 40 Page targets that will need to be The gross budget for 2020/21 is estimated to be £608k, which will delivered this year. Finally, this be charged primarily to existing and new prospective businesses plan outlines a selection of as follows: high-level risks that will need to be managed in the business. Bristol Holding Draft Budget 2020/21 BHL Transition Year - Delivery Focus Original Revised Draft Budget Budget Budget 2020/21 £ 2019/20 £ 2019/20 £ Income Since formation, BHL’s priority has been to engage stakeholders 17,500 Charges to BCC 10,000 17,500 and to assist subsidiary business Boards to ensure the successful 522,000 Recharges to Subsidiaries 529,500 590,000 performance of each group company. 539,500 Total 539,500 607,500 It is important that each company within the group focuses on “Consequently, our approach Expenditure improving the quality, value and scope of their business, whilst BHL in this first year Business Plan 363,500 Employees 300,000 407,000 Recharges from BCC/Subsidiaries starts to address governance, centralised services and adoption of is to build solid foundations consistent processes across the group. 120,000 Finance, Audit and Insurance 156,500 145,000 and establish the key activities - Management and Support 25,000 Consequently, our approach in this first year Business Plan is to build over the coming year, ensure 5,000 Legal 20,000 17,500 solid foundations and establish the key activities over the coming that enough resource is made 50,000 HR 35,000 35,000 year, ensure that enough resource is made available, and that we available, and that we 1,000 ICT 3,000 3,000 understand and manage the associated risk. Working in partnership 539,500 Total Cost 539,500 607,500 with each of the Group’s subsidiary business boards, we will establish understand and manage the a governance structure with BCC and the subsidiary business Boards associated risk.” A method for allocation of charges for 2019/20 has been agreed with that provides the appropriate level of strategy, scrutiny and assurance the subsidiaries reflecting both the size and additional resource at both the subsidiary and Group level. The skill sets of the subsidiary requirements required for each. Going forward the charges will Boards are aligned to the specific skills required for that business need to reflect, from the outset, development costs associated with activity. Whereas at the BHL Group level the skills mix is more aligned prospective new companies. The involvement of BHL in the planning to the overall strategy and oversight of the group as a whole and to and set up of new ventures are intended to be costed into future the wider strategic opportunities within Bristol and beyond. projects and generating an income stream from supporting new ventures. This will be reviewed as part of our 2020/21 activities.
12 Bristol Holding Limited Business Plan 2020/2021 Bristol Holding Limited Business Plan 2020/2021 13 Initial work to date has focussed on delivery of some key financial governance frameworks for utilisation across existing subsidiaries and as a standard for any new companies coming under the ownership of BHL. These have included risk assurance, whistleblowing, anti- fraud, bribery, and corruption strategies and policies, for consideration and review by the new BHL ARC, replacing existing Committees within Bristol Energy and Bristol Waste. A Group Social Value Policy for BHL and its subsidiaries, which will be a key determinant of our value for money assessments, will also be finalised within 2020. This will include a methodology for quantifying additionality of economic, social and environmental impacts
“A key priority for the year ahead will be development of shared financial systems, processes and services.”
Greater harmonisation and utilisation of financial resources of all BHL subsidiaries will enable the Group to deliver efficiencies, maximise capital investment, treasury management and procurement opportunities as well as taking a more holistic overview of projects that have synergy with and are relevant and interconnected with each of the subsidiaries. Other associated opportunities will also be evaluated. How the Shareholder can help success Page 41 Page
BCC, our Shareholder and client are integral to the success of the Group. We have common goals to ensure the delivery of quality services and social value in which our group of companies are engaged, and success will be measured by our effectiveness in building a partnership based on trust, confidence and collaboration. This business plan sets out our initial plans and activities as the BHL Group transitions to become an effective and successful commercial model for the City of Bristol. There are key areas where BCC can help towards this success. Successful transition to the intended Group operating model will require all parties to operate within the agreed governance arrangements. It is important that the BHL Board and executive have appropriate levels of delegation across the Group, and the recent update to BHL’s levels of delegation is key to success. Finally, it will become increasingly important that longer term planning by the Council is forthcoming (e.g. Commercialisation Strategy, pipeline of potential housing) is available against which the BHL Group can better understand BCC’s emerging plans to shape the appropriate strategy for growth. “We will continue to do our part in building a spirit of partnership with all our stakeholders and commit to working collaboratively to ensure our group of companies delivers the necessary performance, whilst positioning for growth and further financial returns.”
14 Bristol Holding Limited Business Plan 2020/2021 Bristol Holding Limited Business Plan 2020/2021 15 Appendix 1 - Biographies - BHL Board of Directors
Peter Beange Executive Chairman & Chair of Group Nomination Committee
Peter Beange is a senior executive who has enjoyed a successful career in Defence and Security, both in the public and private sector. After almost thirty years in the Ministry of Defence leading large teams and delivering complex equipment programmes, he re-entered industry in 2011 initially working for Airbus leading their Cybersecurity product and service business in the UK, before joining Northrop Grumman Corporation in London as their European Director of Corporate Operations. Peter is the first Exec Chairman for Bristol Holding Co. and joined in August 2019.
Elaine Holt Senior Independent Non-Executive Director & Chair of Group Remuneration Committee
Elaine has extensive board level experience and a track record of business turnaround and sustained commercial success in a wide range of organisations including PLCs and a major Government Department. Page 42 Page Elaine currently has a portfolio of non-executive director roles. She has been on the Board of Highways England since 2014 as a Non-Executive Director and is chair its remuneration committee, she has also been chair of Cormac a large infrastructure and highways company and was previously an Independent Shareholder Advisor to Bristol City Council on its commercial companies. Summary
Alex Wiseman This business plan represents a starting place for BHL as it Independent Non-Executive Director re-launches and starts to establish the necessary governance, structures and resources to deliver against BCC’s expectations. & Chair Group Audit & Risk Committee Successful delivery of this plan will require close collaboration with BCC and the BHL Group set of companies. We are confident in our “Within the year we will be Alex is a finance and strategy professional with a background in regulated utilities. His last full-time role was ability to deliver this change programme as we transition to operating within a BHL Group Regulation Director for a £1.5bn gas network, and prior to that he was Head of Strategy at United Utilities. operate as a group. organisation that is different Alex has over 20 years’ non-executive experience across Government, local authority and private companies. At the end of this year’s plan, BHL will not only be working across its from today but one that will be Alex was NED at Bristol Energy for over 3 years, including 6 months as interim chairman; Alex also chaired their group of companies to ensure delivery and performance against their better structured, more agile Audit and Risk Committee. Alex’s other current non-executive roles are for the Northern Ireland Utility Regulator separate plans, but we will have established a more commercially and starting to deliver real value and for a construction company that is listed on the Alternative Investment Market Stock Market. effective environment; ensuring compliance and effective risk and benefit to the City management, consistent reporting and starting to progress selective of Bristol.” centralised services. Within the year we will be operating within a BHL Group organisation that is different from today but one that Mark Bradshaw will be better structured, more agile and starting to deliver real value and benefit to the City of Bristol. Council Elected Non-Executive Director
Mark has been the elected city councillor for the Bedminster Ward in Bristol since May 2006, and has also been a cabinet member and deputy labour group leader during his tenure. In addition to his council responsibilities, Mark manages policy and public affairs for the HAE trade body in the UK.
16 Bristol Holding Limited Business Plan 2020/2021 Bristol Holding Limited Business Plan 2020/2021 17 Appendix 2 - BHL 2020/21 Targets Appendix 3 - Top BHL Risks
KPI Metric Timescale Dependency Timescale Category Title Pre-Mitigation Mitigation Pre-Mitigation Owner (Calendar Year) (Calendar Year) Prob Impact Prob Impact Governance Financial Centralised Medium Medium • Strong collaboration with BCC Finance Low Low BHL Group FD functional shared and subsidiaries leadership to clarify roles BHL Board is meeting and operating Board self-assessment and review by NEDs. Exec Chair BHL BHL Board Dec 20 service approach & responsibilities. effectively fails to deliver • BHL NomCom5 and RemCom6 2021 Group Business Plan Process • Annual process agreed and published BHL Board All MDs Mar 20 involvement with recruitment process • Effective operation and governance agreed and executed successfully • All Group BPs developed, scrutinised and Nov 20 across centralised function submitted to BCC on time and quality BHL Companies fail Medium High • Effective scrutiny by BHL Board Low Low BHL Board Uniform and compliant performance SHG receiving appropriate consistent BHL Gp FD All MDs Sept 20 to deliver against • Active engagement by BHL executive staff reporting is established up to SHG level reporting on quarterly basis Business Plan • BCC officers deliver against dependencies, as appropriate Group approach to audit and risk Key business risks identified and being Chair BHL All MDs Jul 20 management operational across properly managed Gp ARC Organisational BHL fails to deliver High High • Identify targets and benefits in tangible Low Low BHL Board benefit to BCC and/ terms and then measure and agree progress the Group or subsidiaries with stakeholders throughout year Review of BHL and Subsidiary policies BCC and BHL and Subsidiary Board(s) BCC Legal, BHL BCC Legal, Mar 20 • Utilise NEDS to complete independent surveys and procedures complete sign-off & Subs Chairs Subsidiary Boards Legal & Lack of and/or Medium High • Ensure there is a clear set of regs, Low Low BHL CoSec Compliance misalignment of standards and that reserved matters, All BHL and Subs Policies and • Review by BHL ARC BHL Gp CoSec Subsidiary Apr 20 BCC/BHL regs, policies and procedures are consistent Procedures aligned as appropriate, • BCC Internal Audit review Boards Dec 20 standards, reserved and appropriate across the Group matters, policies, • Joint review by BCC, BHL and Subsidiaries procedures • Internal and external audits Adopting a consistent Group Group Remuneration and Nominations Chairs Gp Subsidiary Mar 20 approach to Remuneration and senior Committees fully operational RemCo and Boards Operational Insufficient budget Medium Medium • Set and gain approval for appropriate Low Low BHL Group FD to execute plan budget at start of year appointment nominations NomCo.
Page 43 Page • Monitor/manage expenditure during year Clear level of Governance and oversight • SHG/Companies review of governance BHL Gp CoSEC SHG, BCC Legal Mar 20 • Execute re-charge function effectively by Shareholder in place documents complete Insufficient High High • Complete BC for new roles against Medium Medium Exec Chair manpower to a Resource Plan BHL Group Social Value Policy for BHL • Policy agreed and published across the BHL Gp FD BCC Social Jul 20 execute plan • Collaborate with BCC and subsidiaries to and its subsidiaries published Group Value Policy utilise existing resources Centralised Group Finance Function • Operating model defined BHL Gp FD All MDs Jun 20 Incoherent Medium Medium • Establish and effectively manage a Low Low Exec Chair approach operating effectively • Implementation underway Oct 20 operational cross-subsidiary operational group to BHL approach across share best practise and ensure a coherent Resources BHL and subsidiaries approach across the Group
BHL 2020 Resource plan completed BHL Board approval Exec Chair BHL BHL BP Mar 20 Reputation BHL Board/ Medium High • Consistent and effective oversight Low Medium BHL Board executive fail to gain in regards subsidiary performance, and Exec approval confidence/trust of supporting and influencing improvement Full-time Group FD in place Recruitment process complete and Exec Chair BHL SHG approval Mar 20 stakeholders • Keep key stakeholders appraised of key incumbent in place issues and action plans • Ensure BHL has the right mix of skills to BHL ICT Strategy Determined BHL Board approval Exec Chair BHL BCC Dir Dig Apr 20 achieve goals Transformation Safety Health Safety Risks Low High • Effective oversight and scrutiny of subsidiary Low Low BHL Board BHL Website/Information Portal Initial capability in place BHL Gp FD BCC Dir Dig Jul 20 in business performance throughout year operational Transformation • Internal/external audits Stakeholders Strategic Lack of BHL Medium Medium • Ensure strategy understood across Q1 Q4 BHL and Subs strategy and/ stakeholders Boards BCC Shareholder Satisfied with BHL • Shareholder Satisfaction Survey Shareholder SHG Dec 20 or misalignment • Ongoing oversight at subsidiary boards Effectiveness Liaison Team with BCC and/or • Effective independent NEDs on all boards subsidiaries Effective cross-Chair engagement • Self-assessment by all Chairs Exec Chair BHL All Chairs Ongoing Stakeholder Confusion/ High Medium • Review and document agree roles Medium Medium SHG, BHL and Management overlap roles and and responsibilities across stakeholder Subs Boards Company joint operational working • BHL joint working group meeting monthly Exec Chair BHL All MDs Ongoing responsibilities community (RACI) group delivering value • Effectiveness review by members. Dec 20 between • Monitor and challenge when Shareholder teams/individuals fail to operate and BHL in accordance with RACI Ineffective/negative Low High • Maintain regular engagement; Low Low BHL Exec relationship at responsiveness to calls for help Chair Chair/MD level • Support/challenge in equal measure across group • Protect confidential matters • Open/transparent ways of working together 5 Group Nomination Committee chaired by Exec Chair BHL 6 Group Remuneration Committee chaired by Senior NED BHL
18 Bristol Holding Limited Business Plan 2020/2021 Bristol Holding Limited Business Plan 2020/2021 19 Notes Page 44 Page
20 Bristol Holding Limited Business Plan 2020/2021 Page 45 KKKK - ZZZZ - XXXX - 000 98H01 - 120 - 8435 - 900 78K77 - 009 - 7456 - 000
78K77 - 009 - 7456 - 000 98H01 - 120 - 8435 - 900
1015 3360 820
967K- 005 - 2785 - 000 6540
1050
Business Blueprint Year 2 Update
Financial Year 2020/21
Page 46 Business Plan on a Page...
Business Overview
• Bristol Waste is a Teckal company wholly owned - Bristol’s Household Recycling and Reuse centres • We collect and handle over 185,000 tonnes of by Bristol City Council - Winter Road Maintenance waste of which we divert over 80% away from • The company is responsible for: - Community engagement and education landfill. - Waste collection - Recycling and resource re-use • We employ over 560 local people who carry out over 17 million scheduled collections to over - Street cleansing • We clean over 800 miles of streets and footpaths 196,000 households in the Bristol area - Graffiti removal and carry out over 180,000 ad-hoc requests - Fly tip collection annually
Business Plan Financials 2020-21 Updated Plan £k 2020-21 Business Blueprint £k Revenue 46,055 45,137 Cost of Sales 43,941 43,091 Overheads 1,438 1,391 Surplus (before paymech) 676 655
SWOT Analysis STRENGTHS OPPORTUNITIES • Strong relationship with BCC, both in our values and operationally • Avonmouth - space to improve waste processing facilities and add new • Reinvigorated senior leadership team with a desire to grow the business, waste resource income streams continually drive efficiencies and improve our service • Ability to educate and influence residents of Bristol on recycling and waste • Our people and our passion for a cleaner Bristol behaviour • Quality of our recyclate materials and UK based processing network • Be an integral part of One City Plan and City Leap • Award winning Innovations, Communications & Reuse teams • Work for the benefit of Bristol with all surpluses being reinvested in our • Number 1 English core city for household recycling rate at 44.9% - 17/18 service and the city DEFRA certified (18/19 figures issued Dec 19). • Commercial (Non-Teckal) growth for integrated waste and workplace services.
WEAKNESSES THREATS • Competitive market for staff recruitment, particularly drivers • Recyclate prices dropping below current levels in volatile market • No built in redundancy / contingency for Albert Road baler facilities • Local and National legislation and regulation changes
Page 47 Page (addressed in investment initiatives). • Unable to fully influence recycling headline rate due to political constraints.
Business Strategy Key Business Objectives: Strategies: • Ensure safe working practices are engrained in the business to protect our • Health and Safety at the forefront of everything we do as a business staff and remain totally legal and compliant • “Think Safe, Work Safe, Home Safe” • Deliver a cost-effective and first in class service in support of BCC our • Continued internal culture change, lead by the SLT, supported by ongoing shareholders and the residents and businesses of Bristol investment in our people and equipment • To deliver a growing and successful commercial enterprise • Provide an outstanding service for refuse and recycling to businesses • 50% of household waste will be reused, recycled or composted • Achieve blue sky growth through the development and delivery of soft FM (One City Plan alignment) by 2020 and other complementary service offerings • Municipal waste to landfill target of less than10% by 2030 • Education, engagement and enforcement campaigns to reduce residual • Minimise residual waste per household. waste production and improve volume and quality of recyclate • Opening of our firstreuse shop at Avonmouth. Top Business Risks • Recyclate value drops below current level • Hartcliffe HRRC completed in 2020-21 Business Blueprint • Disposal quantities and / or costs rise • Baler failure • Pay negotiations above rate of inflation • Legislation changes • Commercial targets not achieved • Unforeseen costs being passed to BWC. • Container spend (outside of our control) Year 2 Update
Top Critical Success Factors: • Quality of recyclate material • Safe working practices • Reduction of waste volumes • Progression into higher value soft FM.
Delivering Social Value Financial Year We will deliver our core social value by: We will create wider social value by: • Keeping Bristol clean • Training, developing and looking after our employees 2020/21 • Minimising Waste • Being a living wage employer • Increasing Recycling • Create local employment and provide apprenticeships • Engaging with and educating our communities. • Volunteering and training opportunities with the launch of our reuse shop.
Action Plan
Actions: Who: Milestone: • Deliver value for money • BWC • Continuous improvement • Commercial Non-Teckal business into surplus • SLT/Business Development • Q1 - 2020-21 • Grow commercial Non-Teckal product streams and service offerings • SLT/All • On-going • Avonmouth HRRC redevelopment • SLT • Q4 - 2019-20 • Hartcliffe HRRC development • BCC/SLT • Q1 - 2020-21 (operational) • Quantify our Social Value. • SLT/BHoCo • Q4 - 2019-20 Contents
Section 1 Business Route-map Performance
Section 2 Re-enforcing Our Purpose
Section 3 Delivering the Service
• Delivering value to our customers • Market update • Safety, Health, Environment and Quality • Our Reuse initiatives • Fit to perform
Section 4 Our Plan of Action
• Our Business Route-map to the Future • Achieving Best Value for Money • Our People Page 48 Page Section 5 Our Critical Success Factor (CSF) Dashboard
Exempt Appendices
A. Business Route-map Performance 19-20 B. Business Route-map - updated for 20-21 C. Investment Strategy D. Supporting Financial Information and Assumptions
DOCUMENT CONTROL Issue No: 2 Date: December 2019 Document Title: Prepared For: Business Blueprint Shareholder Year 2 Update
Contact: Bristol Waste Company Tony Lawless, Managing Director Bristol Waste Company, Albert Road, Bristol, BS2 0XS Tel: 01173 049 580 | Mob: 07825 007 726 Email: [email protected]
BUSINESS BLUEPRINT - YEAR 2 UPDATE Section 1 Our Business Route-map
Page 49 Page Performance Section 1 - Our Business Route-map Performance
MD Introduction and Blog This year Bristol Waste Company has made significant progress in numerous areas and the next three years will see many new challenges for us to rise to and embrace. A few of the key changes this year included; • Replacing our fleet with modern, cleaner and safer refuse and recycling vehicles along with smaller electric vans, significantly reducing CO2 and Nitrous Oxide emissions. • Constructing a new household recycling and reuse centre (HRRC) at Avonmouth which is nearing completion and will be operational during January 2020. We are also working closely with BCC Project Team on the third HRRC which will be built in Hartcliffe. The site is awaiting planning consent, and if approved, works will commence during the early months of 2020. • Supporting the Mayor’s High Street Fund & Big Tidy by removing graffiti, deep cleaning streets and installing new compactor bins, reducing litter and vehicle movements within the city. • Investing in training and support for our staff including additional health and safety training which has assisted in reducing our RIDDOR rate from an average of 8 – 10 incidents per year down to zero for a full 12 months. We recruited 5 apprentices, 4 of which are now in full time employment with BWC with one yet to complete their training. We will recruit 5 new apprentices into various areas of the business during 2020. • As we move into the next three years our focus will not only be to maintain a high standard of service but to innovate and open our minds to new technology and ideas. Working closely with BCC and the waste industry, we will work to reduce waste at source, improve recycling rates, reduce landfill and aim to be carbon neutral across all sites. We have several ideas in progress which encompass new technology such as pyrolysis of waste to changes Page 50 Page in working practices. • As a Teckal business it is imperative we advance our commercial input to promote additional growth and surplus that can be reinvested back into the business or returned to BCC under the innovative Paymech system agreed earlier #LitterHurts this year. To allow this expansion we have transformed our business development function and installed a modern customer relationship management system (CRM) with the toolkits and training to target areas suitable for controlled and sustainable growth. • Our business development approach is totally in-line with our ‘blueprint’ business plan and concentrates on using our service expertise to develop integrated waste and associated workplace services that include cleaning, security, grounds maintenance and others... Following this theme, we have secured prestigious service partnerships with organisations such as Bristol Zoo, Thatchers Cider, Pasco Group, The Ivy and BPR Group. • The targets are challenging but we are showing steady progress and we believe these are achievable through the support of our experienced leadership team and BCC colleagues. • Our commitment to Bristol in adding social value and supporting its residents is absolute and as a company we understand the complexities of the city, the environment in which we all work and the importance of providing a service that is of critical importance to those we serve.
Our staff are at the heart of everything we do, and they work extremely hard in a tough environment. As a responsible employer we do all we can to keep them safe and well trained in return for embracing the culture of the city and the requirements of BCC and our residents.
• As a company we look forward to the coming challenges and will always look to innovate and continually improve the service we provide.
Note: See our Business Route-map Performance in detail at Exempt Appendix A
08 Business Blueprint Year 2 Update | FInancial Year 2020/21 Section 2 Re-enforcing
Page 51 Page Our Purpose
02 Our Business Blueprint For The Future... Section 2 - Re-enforcing Our Purpose
Our Purpose One City Plan The purpose of the Bristol Waste Company is to deliver Integrated Waste We are an inaugural member of the One City Environmental Sustainability Management and Services to the Bristol region that are considered to be Board, which leads on the delivery of the goals set out in the One City Plan Clean Street Best-in-Class. to help accelerate the city’s progress towards environmental sustainability. We never lose sight of the fact that, ultimately, we are a service business Heroes focused on delivering customer satisfaction. City Leap Bristol continues to lead by example with the innovative City Leap. Our Values & Behaviours “In our Business Bristol Waste Company are supporting the current procurement exercise Blueprint, we Litter picking kits for every During the past 12 months we have re-aligned our Values and Behaviours and we see numerous opportunities for partnership and collaboration going emphasise the added primary and secondary with our Shareholder: forward. This will create local employment, help economic competitiveness, value that BWC can school in Bristol. • We are Dedicated: We strive to make a difference de-carbonise the city and deliver sustainable energy and infrastructure to • We are Curious: We ask questions and explore possibilities the city. create for the City With funding from BCC, we • We show Respect: We treat each other fairly and the contribution worked with every primary • We take Ownership: We accept personal accountability Going for Gold that we can make to and secondary school • We are Collaborative: We come together to reach shared goals We are working closely with the Going for Gold team to help Bristol the development across the city to offer them • We work Safely: We embrace a culture of working together safely achieve a Gold Sustainable Food City. This is a national programme that of the One City Plan, a free litter picking kit. at all times. celebrates and supports communities that are making positive changes particularly when to their food system. These values and behaviours have been reinforced across the business working collaboratively Clean Streets Thank You as part of our company wide roadshows and reinductions. As one of only four cities to achieve Silver status, Bristol has already shown with our customers, that it has the motivation to make Good Food part of the city’s identity.
Page 52 Page More than a hundred people, partners and Our Social Value We have committed to providing a food waste collection service to all passionate volunteers households. At the moment all kerbside households have a collection and shareholder.” gathered at celebration As a BCC owned company, creating positive social impact is at the have received the full #slimmywaste treatment. We now want to ensure that event in recognition of heart of what we do. We consider BWC to be in a significant position of every resident in a flat or HMO also has access to a food waste collection their tireless efforts to keep trust and one where we can make a considerable contribution towards service. supporting the social agenda for our shareholder. Bristol clean and green. The A Zero Waste Bristol event was a big ‘Thank You’ Our business delivers core social value across the The #wastenothingchallenge is a leading campaign within the city, where to all the unsung heroes city by keeping Bristol clean, reducing waste and who volunteer across the 50 households are spending 365 days to become zero waste. We have increasing reuse and recycling. partnered with over 30 local and national supporting partners who in city to help keep the streets turn offer motivation, discounts on products and waste minimisation clean, pavements clear, We add wider social value by ensuring the wellbeing of our employees courses. Bristol Water have joined us on this campaign as a key partner. walls free of graffiti and through our mental and physical health initiatives, training and development The households and families involved span across all postcodes in the city opportunities. We provide local employment, apprenticeships and we are bring colour and vibrancy and range from households of one to six people spanning multi generations. a living wage employer. to our communities.
Check out our Clean Street Heroes here.
98H01 - 120 - 8435 - 900
78K77 - 009 - 7456 - 000
12 Business Blueprint Year 2 Update | FInancial Year 2020/21 www.bristolwastecompany.co.uk 13 Section 3 Delivering
Page 53 Page the Service Section 3 - Delivering the Service
Delivering Value to Our Customers Market Update The service that BWC delivers is shaped by the requirements and needs of our customers; this includes Bristol City Recyclate Market Council, Residents, Community Groups and local businesses. Our kerbside collected recycling material is best considered as We are continually striving to improve our service to our customers and drive efficiencies in the way we deliver our a commodity in economic terms. Cardboard services. Our achievements this year with further improvements to be made next year include: As with all commodities, the price and demand are influenced by market forces both within the UK and globally. What happens in this country Bag Rollout (legislation, taxes, Brexit) along with other countries around the world Newer and cleaner vehicles (USA trade tariffs, China sourcing material internally, Indonesia stopping the Campaign To augment our service to Bristol we have invested in a new efficient, low emission, recycling fleet that intake of recyclates, global recession) all cause significant upswings and incorporate many safety features to protect our staff. The new vehicles can also carry greater quantities of downswings in not only the price received, but also the demand for each recycling, reducing travel distances and improving operational output. of our various commodities. Bristol residents are all We have replaced our supervisor vans with smaller electric vans and in some instances electric bicycles, BWC has minimised risk by sourcing processors within the UK and by receiving a new bag for significantly reducing CO2 and Nitrous Oxide emissions. Our refuse fleet is currently being renewed next improving and constantly monitoring the quality of our recyclate materials. cardboard recycling. year and will also be low emission with enhanced safety features. This serves two important purposes: “An innovative and unique industry first solution on introducing reuse milk floats into street cleansing” • Our product will achieve the best prices in the marketplace, and; The blue bags are 100% recycled and recyclable, a • It should ensure that our product is always in demand (as processors will always look to source the best and easiest to recycle materials) world first for this type of bag. The new bag is being New Technology and Methodologies This strategy has been successful with BWC introduced to help Bristol We are investing in new back and front office systems, most notably the upgrade to our waste collection and obtaining good prices in what is considered a increase its recycling rates Page 54 Page management software. This will be a fundamental improvement to our systems which will enable more efficient slowing market, compared to other producers routing of collections, real time information, provision of a more effective collection service and working closely and and enable crews to sort out there. in conjunction with our partners at BCC much greater control over container spend. the recycling more quickly, We have introduced a new workshop system to give greater productivity, tracking and an improved use of resources. As with all commodity markets, it is difficult to forecast where the market as well as giving residents will go in the future. It is true that the global demand has slowed and so the more space for the growing higher prices received in previous years are not foreseen to occur again in amount of card used. See the near future. our full campaign on our HRRCs and Waste Transfer Operations website. At our sites we are continually adopting new methodologies and processes to reduce the amount of waste sent Legislative Framework to landfill. We have introduced: Brexit may have an impact on the ability of other producers to export - the mining (separation) of waste at Avonmouth and Days Road HRRC using mechanical diggers material. This could lead to the domestic market being flooded and prices - separated black bag waste from general waste could fall. As mentioned elsewhere in this update the Avonmouth HRRC is being completely redeveloped with completion Perhaps the most important outcome of Brexit is that it will allow in December 2019 to transform the experience of both the general public and our trade customers. Government to commence with other legislation. 2020 will see the Reuse shops will be in place at both HRRCs, further enhancing BWC’s current reuse strategy and diverting high Environment Bill being passed and the further roll out of the Resources quality usable items from the waste stream and into use benefitting the communities of Bristol. Volunteering and Waste Strategy which has commitments to: and training opportunities will be available as part of this service offer. • Plastic Tax on packaging • Require products to have Recycled Content • Introduce a Deposit Return Scheme (DRS)
Integrated Services and Waste Management • Deliver an enhance Extended Producer Responsibility (EPR) We continue to develop and offer to our customers new integrated services and waste management to support the needs of the diverse business and professional communities of Bristol. See overleaf for our Legislation Timeline 98H01 - 120 - 8435 - 900
16 Business Blueprint Year 2 Update | FInancial Year 2020/21 www.bristolwastecompany.co.uk 17 Section 3 - Delivering the Service
Safety, Health, Environment and Quality 2019 • Review of OneCity plan for the City • Clean Air Zone going to Cabinet 5th November (SHEQ) • Production of Bristol to Carbon Neutral by 2030 – section The safety of our people and everyone visiting our sites is paramount to Litter Hurts in that on waste – could be significant outputs from there. everything we do. Over the past year we put a new SHEQ structure in Big Tidy place and focussed on compliance, managing risk and ensuring safety Campaign 2020 • Defra to work on statutory minimum guidance for at every level. Campaign collections – frequency etc. We have: • EPR for WEEE • IS0 45001 (Occupational Health & Safety) achieved Nov 2019 The high-profile The 12-month project is • 50% Recycling rate for HH • ISO 9001 (Quality) achieved anti-littering campaign part of the Mayor’s Bristol • Second consultation on DRS, EPR & Plastic Tax issued • ISO 14001 (Environmental) achieved launched in April 2019. Clean Streets campaign • DRS being introduced in Scotland • RIDDOR rate reduced (currently zero for last 12 months from average of 8 p.a.) and will work in priority Using humour and pets • Introduction of CAZ in Bristol • Drug and Alcohol test programme rolled out for all employees neighbourhoods across to draw attention to the • Potential for non-compliant vehicles to be charged in • Reviewed risk across the business creating a new risk profile Bristol (any non E6 diesel) the city to tackle issues problem of littering in • Focused on fire safety and updated our Business Continuity Plan • Potential diesel ban in some areas of the city. such as littering, tagging, the city, it has proved • Created a Business Management System implemented to ISO45001 standard fly-tipping, fly-posting and immensely popular • Introduction of Plastic Tax – will specify a minimum 2022 • Trained, including reinduction of all staff, IOSH managing safely overgrown vegetation. and even led to the recycled content in plastic packaging. and core competencies across the business Government’s Cabinet Work began in Old • Improved Health & Safety Culture, with Senior Managers performing
Page 55 Page Office using it as an monthly leadership inspections Market with the Big Tidy • Roll out of DRS – up to 3L bottles, cans & tins and other example of best practice! 2023 Street Cleansing Teams, packaging • Focused on wellbeing and mental health, with a mental health awareness programme including training sessions and staff video Community Engagement Visit our website and get • Consistency implemented • Improved Traffic Management and vehicle safety. All new vehicles now Officers and Enforcement involved in our campaign! • Separate weekly food waste collection mandated have 360 cameras fitted to help our crews operate safely all on site to help bring • Separate free garden waste collections • Re-energised the H&S committee and encouraged participation in the sparkle back to Bristol. • Defra looking to mandate businesses to have separate working groups food and dry recycling collections The project will see an • Invested in facilities including changing/drying rooms • EPR to be rolled out. additional £1 million • Independent audit by Stallard Kane managed and actioned invested in the street • Improved PPE and workwear trials for operators. 2024 • Revision of the Waste Strategy. cleansing, enforcement and neighbourhood engagement to help keep Think Safe, Work Safe, Home Safe. 2025 • First Zero Waste Zone in Bristol Bristol clean and green. • Significant Food waste reduction in residual waste bins Visit our website and get • Dramatic reduction in kg/person produced. SHEQ will never stand still and we will always strive to improve. involved in our campaign! To continue with these improvements we plan to: • Ensure 50% of public sector fleet is in the ULEV category 2026 • Promote and lead a positive health & safety culture • Public sector commit to >30% of their fleet being 1805 • Improve accessibility with an on-line management system portal non-fossil fuel. and on-line near miss reporting 2029 • 65% HH waste is sent for reuse, recycling or composting. • Continue the focus on risk improvement and safe working practices • Promote wellbeing with Health MOTs and workforce support • Improve workwear and PPE including workforce trials • Improve training, with Video Toolbox talks • All streets in Bristol free from litter 2030 • Integrate monitoring & reporting using new technology • 75% recycling rate for packaging. • Continue work on emergency preparedness.
18 Business Blueprint Year 2 Update | FInancial Year 2020/21 www.bristolwastecompany.co.uk 19 Section 3 - Delivering the Service
Our Reuse Initiatives Fit to Perform
Since our founding, reuse has been BWC is focussed on continuous improvement and innovation through the provision of data insight and intelligence. a key part of our vision. By opening Key performance indicators are now reported against using Power BI dashboards. This has enabled management a shop for residents, we believe we information to be provided in real time and in a more accessible format, improving insight and performance awareness. can improve upon the great work already started by reuse-focused Our Key Business Performance Indicators and Benchmarks:
organisations in Bristol. The reuse KPI Measure of Success / Target YR 18/19 Performance Service Delivery Model & Notes team was delighted to have been Requirement YTD awarded Best Waste Minimisation 1 Municipal Recycling % 50% 50% Targeted campaigns, projects and awareness raising to increase reuse and recycling. or Prevention Project by the Local Household Recycling % 50% 47% Setting up 1,258 bikes (2020) Authority Recycling Advisory 2 Residual Waste per household <450kg 493kg 2019/20 YTD (based on six months data) 480kg Committee (LARAC) for their work Bristol’s first HRRC from the waste stream and into Baseline + roll out. #WasteNothing Challenge rolled out to 50 households. Additional targeted projects and campaigns in development. diverting various types of reusable reuse, donating these items to 3 Municipal Waste to landfill <10% 14.9% Achievable by investing in technology, increasing recycling, reuse programmes and waste items from the waste stream. Reuse Shop bikes charities across Bristol. (2030) reduction initiatives. 4 Food Waste in residual bin <25% See service delivery Targeted campaigns such as Slim My Waste Feed My Face to increase food waste recycling. Phase 2 Since April 18, BWC has diverted: note of Slim My Waste Feed My Face in development. Compositional analysis October 19 results 25%. 5 Percentage of residual & 99.95% 99.84% Operations structure in process of being reviewed and developed to enable a more effective recycling bins collected on time and efficient service delivery. Roll out of new refuse trucks will improve service. 6 Missed collections rectified 80% 96% Operations structure in process of being reviewed and developed to enable a more effective and In total over Diverted over within SLA efficient service delivery. Technological advancement such as the use of PDAs. 7 Delivery of containers within 95% 86% Operations structure in process of being reviewed and developed to enable a more effective and 10 working days efficient service delivery. Technological advancement such as the use of PDAs.
3,000 1,200 8 Street Cleansing Standard A Internal Internal monitoring of service delivery. Three independent LEQ surveys carried out between for City Centre & Broadmead Standard Monitoring November 18 – June 19. Continued support for BCC’s Clean My Streets Campaign and The Big usable items over mobility aids Tidy Campaign. Page 56 Page Diverted from the waste 50 9 Street Cleansing Standard B Internal Internal monitoring of service delivery. Three LEQ surveys carried out between November 18 – From the waste stream and put in use working with for remainder of the City Standard Monitoirng June 19. Continued support for BCC’s Clean My Streets Campaign and The Big Tidy Campaign. stream and put into use Community Engagement campaigns in heavily impacted areas such as Stapleton Road. tonnes. Physio Net who are a charity who check the items equating to 10 Removal of fly tipped material 95% 94.1% Internal monitoring of service delivery. Continued support for BCC’s Clean My Streets Campaign. and ship them overseas to those who need them. within 48 hours Community Engagement campaigns in heavily impacted areas such as Stapleton Road. 11 Removal of offensive graffiti 100% 70% Internal monitoring of service delivery. Continued support for BCC’s Clean My Streets Campaign. within 8 hours 12 Removal of non- offensive 90% 82% Internal monitoring of service delivery. Continued support for BCC’s Clean My Streets Campaign. Check out our eBay store and lets get behind graffiti within 60 hours the Bristol Reuse Campaign and grab yourself 13 Reuse Strategy Pop up Avonmouth Reuse BWC reuse strategy developed and in progress. Avonmouth reuse shop scheduled to open Jan reuse Shop Open Jan 2020 2020 focussing on skills development and volunteer/employment opportunities. Commitment a reuse bargain! shop/ for second reuse shop as part of Hartcliffe HRRC development. Reuse Coordinator and Apprentice facility in post. Four successful reuse and repair events completed. Partnership with Community Repaint underway, continued support for reuse and repair organisations across Bristol and beyond. BWC reuse Ebay account established. #Reuse 14 HRRC Municipal Recycling % 80% 74% Enhanced focus on reuse and awareness raising. Improved HRRC infrastructure and development. Set up a paint HRRC Household Recycling % 60% 50% KPI Measure of Success / Target YR 18/19 Performance Safety / Health / Environmental / Quality (SHEQ) KPIs reuse scheme Requirement YTD 1 Lost Time Incident and Lost 10% 10% reduction % target improvement on previous year. Target based on 2018/19 performance is LTI of less than Working with Community Repaint and Sofa Time Incident Frequency (LTI reduction currently achieved 0.15. In 2019/20 YTD the LTIF is 0.07 which is from YTD 13 LTIs. & LTIF) Project, diverting 21.1 tonnes of paint from the 2 RIDDOR Rate 10% Same as above % target improvement on previous year. Target based on 2018/19 performance is RIDDOR waste stream and into use. reduction rate of less than 5.8. In 2019/20 YTD the RIDDOR rate is 0 as there have been no reportable events. 3 Total Accident Frequency Rate 10% Same as above % target improvement on previous year. Target based on 2018/19 performance is Total Hosted four reuse reduction Accident Frequency rate or less than 83. In 2019/20 YTD the TAFR is 80 which is from YTD 59 accidents. 4 Number of Road Traffic 10% See notes % target improvement on previous year. Target based on 2018/19 performance is less than 92 and repair events Trial with BCC Incidents per month per service reduction RTIs. 2019/20 YTD there have been 70 RTIs (BWC liability). The recent implementation of cameras on recycling vehicles is anticipated to help reduce the number of RTI claims. • BWC is also looking to set up a trial with Welcoming over 200 people at each event, diverting 5 Health & Safety 10% See notes % target improvement on previous year. Target based on 2018/19 performance is less than 78 BCC Housing to enable tenants to purchase over 160 items of wooden furniture from the waste non- conformities raised reduction incidents. 2019/20 YTD there have been 47 incidents reported. high quality but low cost items from the (no lost time accidents) stream, over 150 WEEE items and therefore raising Avonmouth HRRC, ensuring a closed loop 6 Health & Safety near misses 10% Target already % target improvement on previous year. Target based on 2018/19 performance of 108 near circa £6k for local charities. reported reduction achieved misses reported. 2019/20 YTD there have been 166 near misses reported. circular economy approach. 7 Staff Turnover 10% See notes % target improvement on previous year. Target based on 2018/19 performance is less than 17%. reduction 2019/20 YTD staff turnover is 17.7%. Investment in staff training & development to continue. 8 % Sickness per FTE 10% See notes % target improvement on previous year. Target based on 2018/19 performance is less than reduction 4.2%. 2019/20 YTD sickness (including long term) is 4.0%. Monitoring & support to continue.
20 Business Blueprint Year 2 Update | FInancial Year 2020/21 www.bristolwastecompany.co.uk 21 Section 4 Our Plan
Page 57 Page of Action
02 Section 4 - Our Plan of Action
Our Business Route-map - updated for 20-21 We have updated our 3 year Business Route-map with 2020-21 expanded. This is a dynamic management tool that provides us with clear strategies and implementation milestones aligned to the forecast business objectives. We review our performance and align strategies to objectives on a continuous basis, it recognises the ever-changing landscape of business today and allows us to avoid any “cul-de-sac” business strategies, whilst providing the business with clear direction and a flexible framework. Note: See our Business Route-map - updated for 20-21 in detail at Exempt Appendix B
Achieving Best Value for Money Bristol Waste Company remain committed to driving efficiency and value for money for all of our customers and our shareholder, whilst delivering an excellent service. We are equally committed to delivering a successful, growing and profitable commercial “non-teckal” side to our business. Financial Strategy The underlying financial strategy of Bristol Waste Company is to continue to provide value for money for all whilst delivering to plan year-on-year. This increase in reserves will enable Bristol Waste Company to invest in-line with the Business Plan. Achieving our financial plans for 2020-21 is by no means a given. We operate in a volatile market on extremely thin margins. We have successfully delivered to plan in 2018-19 and are on track to do so again in 2019-20 but market forces could move against us in the future. As said previously we mitigate against these risks as far as we are able and
Page 58 Page we are developing and reinforcing a culture of ensuring that we are as financially efficient as we can be. BWC are committed to delivering our financial targets again in 2020-21. Commercial Non-Teckal Success It is fundamental to our success as a Teckal business that our commercial operations deliver a positive bottom line. We have completely rebuilt our commercial sales function this year with a new team, new methodologies and renewed focus on ensuring all of our work delivers a surplus. The ability to work in an agile and commercial way, with the support of BCC, is a key factor in enabling us to achieve these plans. Cost Control Measures and Culture Cost control and challenging spend is becoming the ‘norm’ at BWC. An example of this would be a company wide campaign to ‘think before you print’ and ‘do you really need it in colour’. All printers defaults are now set to black and white, saving over £6k per annum, a reduction in spend of 27%. The culture at BWC is now a culture of challenge and continuous improvement. It has changed from ‘it’s in my budget therefore I will spend it’ to, ‘if it was your money would you spend it?’ Our forecast numbers for 2020-21 have been built from the bottom up with involvement from all sections of BWC. Every line has been challenged and scrutinised. We have centralised our projects budget, which allows greater scrutiny and the ability to react and adapt to new opportunities within the financial year. It also ensures that all spend is aligned to the overall objectives of the business as a whole and avoids the potential for a silo culture. Payment Mechanism We have agreed a payment mechanism with BCC that shares the risks and rewards of our financial performance with our shareholder. The mechanism is a cap and collar arrangement calculated on the difference between reported Teckal revenue and Teckal costs plus a margin (currently 15%). The first £250k difference plus or minus remains with BWC. If the difference is above £250k BCC will receive/pay £250k with any amount above that being split in the proportion BCC 30%, BWC 70%. We exceeded our 2018-19 business plan financial targets and with the introduction of the payment mechanism were able to return to our shareholder £355k from our surplus.
24 Business Blueprint Year 2 Update | FInancial Year 2020/21 Bristol Waste Company remain committed to driving efficiency and value for money for our customers and shareholder. Key challenges and risks to achieving 2020-21 plan We are equally committed to delivering a successful, growing and profitable commercial “non-teckal” side to our • Recyclate values fall below current levels business. • Waste disposal quantities and / or costs increase Table 1 - 2020-21 Financial Business Plan Summary • Pay negotiations are settled above current level of inflation (2.4%) • Hartcliffe HRRC completed in 2020-21 with BWC assuming operational costs A high-level summary of our updated financial business plan is given below. • Bailer failure This shows our updated Financial Business Plan for 2020-21 in comparison to the 2020-21 numbers forecast in our • Legislation changes original Business Blueprint. • Container spend is higher than original Blueprint plan 2020-21. Unable to achieve planned savings as BWC are not able to fully control this expenditure, although good progess is now being made in collaboration with the BCC Waste team. Business Blueprint Update 2020-2021 Business Blueprint 2020-2021 This is a risk but also maybe an opportunity to reduce costs. Variance Table 2 - Teckal / Non Teckal year on year growth Revenue £k % of Income £k £k % BCC income - Domestic 38,104 83% 38,104 0 0% A summary of our updated financial business plan compared to our original Business Blueprint projection is below. BCC income - Non domestic 840 2% 825 15 2% Business Blueprint Update Business Blueprint 2019-2020 Variances Trade 3rd party 1,220 3% 886 334 38% 2020 - 2021 2019 - 2020 (Prior Year) Movement from prior year BP Commercial - Blue Sky 3,000 7% 3,015 (15) (0%) Teckal Non- Total Teckal Non- Total Teckal Non-Teckal Other income 668 1% 9 659 7120% Teckal Teckal Recyclate revenue 2,222 5% 2,298 (76) (3%) £k £k £k £k £k £k £k % £k % Total revenue 46,055 100% 45,137 917 2% Revenue Cost of Sales BCC income - Domestic 38,144 38,144 37,197 37,197 947 3% - - Labour 22,495 49% 19,766 (2,729) (14%) BCC income - Non domestic 800 800 760 - 760 40 5% - - Waste Disposal 13,672 30% 16,202 2,530 16% Commercial - Trade 1,220 1,220 864 864 - - 356 41% Premises 1,236 3% 1,092 (144) (13%) Commercial - Blue Sky 3,000 3,000 1,015 1,015 - - 1,985 196% Vehicle & Fleet 3,893 8% 3,906 13 0% Other income 668 668 9 9 659 7304% - - Fuel 1,366 3% 1,370 4 0% Recyclate revenue 2,222 2,222 2,241 2,241 (19) (1%) - - Equipment & Materials 1,278 3% 754 (524) (69%) Total revenue 41,835 4,220 46,055 40,207 1,879 42,086 1,628 4% 2,341 125% Page 59 Page Total cost of sales 43,940 95% 43,091 (850) (2%) Cost of Sales Labour 19,665 2,830 22,495 19,145 374 19,519 (521) (3%) (2,456) (656%) Overheads 1,438 3% 1,391 (46) (3%) Waste Disposal 12,978 694 13,672 12,348 1,380 13,728 (630) (5%) 686 50% Surplus (before paymech) 676 655 21 Premises 1,236 1,236 1,149 - 1,149 (87) (8%) - - Vehicle & Fleet 3,812 81 3,893 3,727 105 3,832 (85) (2%) 24 23% Fuel 1,310 56 1,366 1,271 64 1,336 (39) (3%) 9 13% Our continuous improvement and innovation plans Equipment & Materials 908 370 1,278 697 84 781 (211) (30%) (287) (343%) We are investing in our waste management technology upgrading from our Total cost of sales 39,909 4,031 43,940 38,337 2,007 40,343 (1,573) (4%) (2,024) (101%)
Mayrise system to Alloy. This will enable efficiencies to be made across the Overheads & Central 1,395 43 1,438 1,373 31 1,404 23 2% 12 39% business and allow for better insight, reporting and communication with BCC. Surplus (before paymech) 530 146 676 498 (159) 339 32 305
The roll out of tablets across the organisation for Key challenges and risks to achieving Non-Teckal 2020-21 plan operational staff will also enable us to become • Commercial Trade 3rd party sales growth of 40% is challenging but achievable and builds a greener, more efficient and successful business. on the successful sales growth achieved this year • Overall Non-Teckal income growth rising from £1.8m to £4.2m will not be delivered by “normal” trade waste sales alone and will require the expansion of our ‘integrated waste service’ and soft FM service offering • BCC income – non domestic has been reclassified in the original Business Blueprint 1805 and the Update from Non-Teckal to Teckal following review of the awarding procedure • Non-Teckal surplus forecast to be £146k, a £305k increase in performance from 2019-20 Blueprint.
98H01 - 120 - 8435 - 900
26 Business Blueprint Year 2 Update | FInancial Year 2020/21 www.bristolwastecompany.co.uk 27 Our People BWC appreciate that we are dependent upon our staff; and that a healthy and productive workforce is a recipe for peak performance. We have dedicated significant resources to mental health & wellbeing throughout 2019 and our strategy has been to develop a three-pronged approach. This is to: - • promote wellbeing and a healthy working culture Plastic • tackle the causes of mental ill health • support staff with mental health problems. Fishing Boat Normalising discussions about mental health is key, and in conjunction with Mental Health Awareness week, we launched a video in May 2019; Campaign Time to Talk, featuring our very own employees. We now have dedicated support resources on BWC Extranet, signposting to specific support, such as; bereavement; depression; and by the end of 2019, all line managers will be Bristol Waste successfully trained on supporting staff with mental health issues. In addition to this we led on a bid to win a visit will have fully trained Mental Health First Aiders across the business. from the Poly Roger, an We will continue to offerfree on-site physiotherapy to staff through ‘Back in electric boat made from Action’ and, in addition, we will be offering employee on-site physical‘ MOT’ checks. These checks will be free to all staff and will cover blood pressure, 99% recycled plastic, cholesterol levels, BMI as well as life-style discussions on topics such as design by the architect smoking, alcohol, exercise and nutrition. behind the Queen’s barge. BWC understands that financial wellbeing is a key part of overall ‘wellness’ During her week long stay and a growing employee need. We have partnered with the Citizens Advice in Bristol’s historic harbour Page 60 Page Bureau and will be offering on-site surgeries to staff. As well as debt & money management, on-site advice will be available on a spectrum of she carried 300 litter-picking topics such as; housing, neighbourhood disputes, immigration, legal advice passengers, who collected and family issues. 36 bags of litter and got We have continued to promote ‘Perkbox’ as an on-line employee people talking, making engagement platform which offers employees huge savings and we will no less than 5 broadcast further promote this as a recognition and reward platform in coming months. An employee engagement questionnaire will be circulated which appearances! See the will direct and guide activities in 2020. campaign in full here! We recognise the need for on-going work in relation to Equality, Diversity & Inclusion and have set up a working group, chaired by the Managing Director to make progress on a number of areas. These include; identifying what support is required to minority groups within the organisation; how we can better attract a more diverse range of applicants; and better ways of providing staff with increased knowledge and confidence around diversity and inclusion.
BWC will continue to working collaboratively with BCC to improve our HR & payroll system that will provide greater functionality, business information and a better candidate journey.
Our Learning and Development team have implemented a first in class training programme across the company. Every member of our team has received a full reinduction, including Health and Safety training and a Directors’ Roadshow, meeting the MD or FD personally. See our Learning 98H01 - 120 - 8435 - 900 and Development Catalogue here.
32 Business Blueprint Year 2 Update | FInancial Year 2020/21 www.bristolwastecompany.co.uk 29 Section 5 Our Critical Success Factor
Page 61 Page (CSF) Dashboard
02 Our Business Blueprint For The Future... Section 5 - Our Critical Success Factor (CSF) Dashboard
CSF 1 - Reducing waste CSF 3 - Organisation Creating an environment with the CSF 6 - Commercial Delivery of a structured commercial right people, in the right places doing enterprise that is geared to exceed the at source the right jobs. Embracing a change ten year business plan commitment of culture for continuous improvement. £14.1m growth contribution in revenue. Building a robust leadership team. Linking sustained good performance Our plans include: Remobilisation with rewards. Creating an enterprise and restructure of our commercial sales CSF 9 - Relationships with continuous career opportunities team. Integration of service delivery and not just a job-for-life. with the wider business operations. Building and managing key relationships Introduction of a modern digital sales and management interfaces from a Our plans include: Implementing a change programme of organisational alignment. led solution. Focused CRM application. position of trust and integrity including; 100% Introducing a tiered sales approach continuing to strengthen the relationship Continued development of the BWC Learning Academy. Delivering a modern reward and recognition scheme. Specialist recruitment programme for senior leadership focused at tier one higher-value strategic with BCC representatives at all levels; team and launch of an executive development programme. Excellence awards partnerships and tier two volume / Re-building relationships with West scheme with star plan programme. Improved internal communication with bulletin commodity sales. Progression into of England; Remobilising with current boards, cascade briefings, brainstorming workshops and open-door approach at higher value soft FM service solutions. and new commercial customers. Also every level. Relocation into new council owned premises. to include continued development with wards, business and residential Dealing with improving waste communities at all levels to ensure a management at source. Managing the strong social connection and impact. increasing cost of waste collection CSF 4 - Ward focused operations CSF 7 - Alignment and treatment. Absorbing the housing Our plans include: Continued and population increase. Continuous Working together to influence How we align Bristol Waste with BCC strategic close-working and communications resident behaviour changes, vision and targets. with shareholder Liaison. Cascade / improvement in quality and quantity Impact Events of recyclables. Developing new particularly with hot-spots, graffiti Howgozit meetings with regular Our plans include: We have changed the current collection methods / initiatives. Driving control, improved recycling etc. flash-reports. Arrangement of BWC vision and values to be in-line with the proposals further reduction in residual waste. Managing a programme of controlled collaboration sessions with West of Graffiti Control marketing and PR. Enabling closer contained in our business plan. We now embrace and England. New service product launch Page 62 Page Our plans include: Planning of more neighbourhood partnerships. enforce the core vision and values that is totally campaign with commercial customers. efficient routes to optimise quantity of Supporting strategic initiatives such in-line with BCC. Our plans include team roadshows, Introducing a ‘digital’ key account collection. New efficient fleet to carry as Clean Streets and the One City Plan. a management conference and cascade briefings that management solution. Regionalised greater quantity of waste. Clean Streets Helping to develop and implement will be supported with good internal communications. ‘Ward-Focused’ operations. waste enforcement and reduction regimes.
Recycling Our plans include: Integration of customer care and engagement teams. Marketing and PR programme CSF 8 - Safe working environments CSF 2 - Financial of impact events. Regionalised ‘Ward-Focused’ operations. Sustained delivery of the SHEQ plan, £7,889 work-based welfare programme and £6,109 continuous improvements. Ensuring that a SHEQ culture is at the heart of Redevelopment of Hartcliffe facilities. everything we do. Ensuring compliance CSF 5 - Improved HRRC upgrade at Avonmouth and management and retention of core potential third site (with reuse centres). licenses. Looking out for our people. Introducing efficiency gains to offset waste facilities costs of new investments. Performing Our plans include: The design, Our plans include: Appointment of to contract KPIs and new pricing redevelopment, project management expert head of SHEQ at director level. mechanism. Managing pay awards and mobilisation activities for the Organisational changes to increase CSF 10 - Emissions and eco effectively. Developing annual facilities at Avonmouth and Hartcliffe. team capacity and skills. Active “director cost-down programmes and smart Avonmouth will be completed by Q4 level” participation in WISH and other Working closely with BCC to ensure procurement initiatives. 2019 and Hartcliffe by Q1 2021. These professional forums. Continuous the new vehicle fleet maximises use of will include modern reuse centres. We improvement and introduction of electrical power and gas-to-liquid fuel Our plans include: Smart procurement are sourcing a new management hub self-directed SHEQ systems, monthly to reduce nitrous oxide levels within of new fleet and logistics tail, cost down that will allow us to attract and retain toolbox talks and learning academy the region. programmes looking at insurances, ITC good people. This will include interactive programme for all staff. An active Our plans include: Continued and smarter waste recycling. operations and learning centres. We work-based welfare solution. will have a rolling programme of facility re-routing initiatives to reduce enhancements to provide amenities mileage via ‘new-ward’ strategy. Smart for our people that are fit-for-purpose. procurement of new evolving vehicles Provision has also been made for a An active work-based welfare solution with increased capacity and eco friendly fuel sources. Refurbished ‘milk-float’ second baler facility at Avonmouth to for all our employees. provide us with dual redundancy in a initiative for graffiti removal and bin business-critical area. deliveries throughout the city centre.
32 Business Blueprint Year 2 Update | FInancial Year 2020/21 www.bristolwastecompany.co.uk 33 Notes Page 63 Page
1805
34 Business Blueprint Year 2 Update | FInancial Year 2020/21 helping Bristol Waste nothing
Page 64 www.bristolwastecompany.co.uk Developed using business toolkits from Rocket Business Group | www.rocketdriven.com Business Plan 2020 - 2025
2020-2025 Business Plan
DRAFT
Goram Homes Limited Registered Number: 11597204
Version V15 Date 09/12/2019
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Contents
1. INTRODUCTION 1.1 Mission
2. COMPANY OBJECTIVES, TARGETS, COMMITMENTS 2.1 Company structure 2.2 The Shareholder and our shared objectives 2.3 Location & Operational area
3. ENVIRONMENTAL, SOCIAL, AND GOVERNANCE 3.1 Environmental 3.2 Social responsibilities (Social Value) 3.3 Governance
4. MARKET ANALYSIS AND BUSINESS RISK 4.1 Market Analysis 4.2 National Housing Market 4.3 Bristol Housing Market 4.4 Risk management
5. DEVELOPMENT ACTIVITY 5.1 Site identification process 5.2 Procurement 5.3 Design and Quality standards 5.4 Development Programme 5.5 Current programme 5.6 Pipeline programme 5.7 Branding, marketing & consultation
6. FINANCIAL PROJECTIONS 6.1 Projected Business Financial Performance 6.2 Profit & Loss 6.3 Land purchase loan profile 6.4 Cash Flow 6.5 Operating Costs 6.6 Stress Testing
7. APPENDICES
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Mission: Investing in homes and communities for the people of Bristol
Objective 1: Objective 2: Objective 3: Increase the supply of new homes Build good quality homes and Operate commercially and built each year across Bristol create communities where provide financial returns to people wish to live Goram's sole shareholder - Bristol City Council.
Targets: Targets: Targets:
• By March 2020, to have a • For all projects to meet at • Deliver a programme level pipeline of identified projects least 10 out of 12 on the 15% profit on Gross which in total, will deliver in Building for Life (BfL12) Development Value. excess of 1,000 new homes. score. • Operating costs delivered • By March 2025, to have • For 100% of projects to in line with forecast delivered at least 500 new meet the Goram Homes income to achieve profit homes and to have an quality assessment. targets. identified pipeline of projects which, in total, will deliver a • To achieve and maintain a further 2,000 homes. 90% customer satisfaction score. Commitments: • We will - adopt the most appropriate delivery mechanism for each site taking into account risk, funding requirements, housing mix and financial returns to ensure new homes can be delivered at pace whilst maintaining quality standards.
• We will - deliver high quality, well designed schemes embracing design which is sustainable (environmentally, socially and economically) and will create longevity.
• We will - stand out as an exemplar in community engagement, through close liaison with local residents and co-operation with the Council. Developments undertaken will bring tangible social value and community benefits to the local area.
• We will – fully integrate Affordable Housing within developments and deliver as a minimum to the planning policy and housing policy requirements of Bristol City Council.
• We will - actively identify opportunities for apprenticeships, training and work opportunities that can be offered to local residents. We will develop both short and long-term programmes that will bring significant opportunities to local residents.
• We will - deliver exceptional customer service, with customer voice driving our ambition.
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1. INTRODUCTION
1.1. Goram Homes’ Mission
Goram Homes will be a driving force in providing new sustainable and affordable homes and creating safe and engaging communities where people want to live, in Bristol and beyond.
Goram Homes’ delivery model is based on partnership working with the private sector. All Goram Homes’ projects will act commercially, delivering appropriate financial returns to its shareholder, Bristol City Council. The City Council will re- invest returns back into Goram to deliver further homes and services for the people of Bristol.
Goram Homes’ mission is:
Investing in homes and communities for the people of Bristol
To quantify its mission to deliver new homes and communities for the people of Bristol, Goram Homes has set its ambition to develop a programme of 2,500 homes, by 2025. Importantly, in delivering these new homes, Goram Homes will focus on a number of key priorities. These priorities being: -
• To build good quality, well designed homes. • To build homes which are environmentally sustainable for the future. • To create safe integrated communities where people want to live. • To generate local employment and training opportunities.
Ultimately, the success of Goram Homes’ mission will be measured against its record of meeting these priorities and also achieving its ambition of having built 500 homes by 2025 and having a further 2,000 in its future pipeline.
Page 68 4 Business Plan 2020 - 2025 2. COMPANY OBJECTIVES, TARGETS, COMMITMENTS
Goram Homes Ltd has three primary objectives, these being:
1. Increase the supply of new homes built in the Bristol area.
2. Build good quality homes and create places where people wish to live.
3. Operate commercially and provide financial returns to Goram's sole shareholder - Bristol City Council.
To quantify, the scale of Goram Homes’ first primary objective list above, the Goram Homes Board has set out its ambition to achieve the following target:
• By March 2020, to have a pipeline of identified projects which in total, will deliver in excess of 1,000 new homes.
• By March 2025, to have delivered at least 500 new homes and to have an identified pipeline of projects which, in total, will deliver a further 2,000 homes.
To shape how we will work Goram Homes has made these commitments:
• Adopt the most appropriate delivery mechanism for each site taking into account risk, funding requirements, housing mix and financial returns to ensure new homes can be delivered at pace whilst maintaining quality standards.
• Adopt the most appropriate financial and legal structure for each project. This will include capital and land from Bristol City Council with development finance and expertise from a private sector partner(s).
• Deliver high quality, well designed schemes embracing design which is sustainable (environmentally, socially and economically) and will create longevity.
• Stand out as an exemplar in community engagement, through close liaison with local residents and cooperation with the Council. Developments undertaken will bring tangible social value and community benefits to the local area.
• Affordable housing will be fully integrated within developments and delivered as a minimum to the planning policy and housing policy requirements of Bristol City Council.
• Goram Homes will actively identify opportunities for apprenticeships training and work opportunities that can be offered to local residents. We will develop both short and long-term programmes that will bring significant opportunities to local resident.
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• To deliver exceptional customer service, with customer voice driving our ambition.
2.1. Company structure;
Goram Homes Ltd (company number 11597204) is a company limited by shares and is a subsidiary of Bristol Holding Ltd (company number 09485669), which in turn is a company wholly owned by Bristol City Council.
The following diagram shows the relationship of Goram Homes Ltd to Bristol Holding Ltd and Bristol City Council.
Bristol City Council (Ultimate Shareholder)
Bristol Holding Limit ed (Shareholder)
Goram Homes Limit ed
2.2. The Shareholders and our shared objectives;
Bristol City Council, our ultimate shareholder, has set a core objective of ensuring at least 2,000 new homes (including 800 affordable homes) are built in the city every year.
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However, this objective cannot be met by the City Council alone, it relies on the participation of a range of parties including developers, contractors and investors from the private sector, the housing association sector, local community groups and individual people. However, being the most significant landowner across the city and having the statutory responsibilities for planning, highways, etc. Bristol City Council plays a critical role in facilitating the delivery of every new home built across the city.
One of the ways in which the City Council has chosen to help meet this objective is to establish its own residential development company, Goram Homes. Therefore, Goram Homes will de-risk, prepare and take to market, the City Council’s land suitable for housing, both market and affordable, to create the communities Bristol needs.
Not only will Goram Homes make its contribution to the overall delivery of the 2,000 homes objective, the homes and communities it creates will also complement the City Council’s various corporate objectives. It will do this in the following ways.
Firstly, there is an explicit commitment from Goram Homes that all of the projects it delivers will meet the planning policy requirements of the City Council, including space standards, affordable housing provision and sustainability performance.
Secondly, the City Council has also developed its ‘One City Plan’. The ‘One City Plan’ sets out a vision for the city for each decade, up to 2050, with various goals which fall under six priority themes; Health and Wellbeing, Economy, Homes and Communities, Environment, Learning and Skills and Connectivity. Therefore, Goram Homes will, where practical, integrate these priority themes into how it operates and the delivery of appropriate projects.
Finally, where practical and viable, Goram Homes will also support the objectives of the City Council’s other companies, in particular, Bristol Energy and Bristol Waste. For example, on Goram Homes’ first two projects it is specifying that Bristol Energy will be the initial supplier of energy for all the new homes and we will aim for Bristol Waste to remove waste during the construction of new homes.
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2.3. Location & Operational Area
Goram Homes functions from its office base in Bristol and its primary focus will be to operate within the City Council boundaries, particularly as its first developments will be on land provided by the City Council.
However, as the business grows and becomes more established in the marketplace, development opportunities will arise which span a wider geographical area. Therefore, the criteria for considering which of these development opportunities the business pursues will be whether the development will support the people, and businesses, of the wider Bristol area. This will include areas from where people can reasonably commute to Bristol for employment and education.
Based on the above, this map below shows the City Council boundaries which the company will initially work within.
Bristol City Council boundary
Page 72 8 Business Plan 2020 - 2025 3. ENVIRONMENTAL, SOCIAL, AND GOVERNANCE
3.1. Environmental In 2018, the Intergovernmental Panel on Climate Change (IPCC) published a report which advised that we must limit global warming to 1.5°C, as opposed to the previous target of 2°C. Their review of over 6,000 sources of evidence found that, with a rise of 1.5°C, there would be risks to health, livelihoods, food security, water supply, human security and economic growth. A rise to 2°C would be even more catastrophic. It warned that we have only 12 years left within which to take the serious action required to avert this crisis and avoid the worst impacts.
Bristolians spend nearly £300,000,000 on energy for their homes. This can leave many households in fuel poverty; it also leads to about 40% of the direct carbon emissions of the city.
Bristol city council has committed in its declaration of a climate emergency to “pledge to make the city of Bristol carbon neutral by 2030, taking into account both production and consumption emissions.”
The Goram Homes board supports Bristol City Council in its aims and commits to the council’s carbon neutrality targets. Through innovative design, cutting edge technology, Goram Homes will challenge its supply chain and partners to make a real contribution to reducing the carbon impact of all that we do.
3.2. Social responsibilities (Social Value)
The Goram Homes’ Board has agreed the key principles of its ambitions for delivering social value through each of its projects. These key principles will underpin its Social Responsibility policy, which will be based on Bristol City Council’s Social Value Policy and assessment toolkit.
These social value principles will focus on a number of benefits but a major theme for Goram will be centred on the following: -
• High quality, policy compliant affordable housing. • To build great public realm alongside our developments. • Using local labour and local supply chain partners where possible. • Work with partners to create employment and job opportunities for local people. • With partners provide training and apprenticeships to build skills capacity. • Through design of facilities we will aim increase recycling in our homes. • By building lower energy modern homes that priorities renewable energy we can help reduce the impact of fuel poverty.
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We will utilise the Social Value Portal to measure and manage the contributions we make on each of our projects. We will also work closely with our partners in the Holding company and the City Council to deliver our core principles.
3.3. Governance Goram Homes is a wholly owned subsidiary of Bristol Holding Ltd, itself a wholly owned subsidiary of Bristol City Council. To allow this company to operate commercially a board has been constituted, primary consisting of Non-Executive Directors with the Managing Director being the only Executive Director.
The Board consists of five non-executive Directors, four of whom are independent including the Chair and one Bristol City Council member. Each individual member of the Board has been recruited for their extensive operational and strategic experience with businesses similar in nature to Goram Homes. They bring a wealth of expertise to provide Goram Homes with the strategic guidance and the appropriate management oversight to ensure the business successfully achieves its aims and objectives. The Board members’ biographies can be found in Appendix A.
The relationship between Bristol City Council, Bristol Holding Ltd, and its companies is governed by the following key documents:
Articles of Association - which serves as the constitution of the company.
Shareholders’ Agreement - This sets out the rights of the Council, via Bristol Holding Ltd, as the sole shareholder of the company and how it can exercise these rights.
Scheme of Delegations - agreed between BCC and each of its wholly owned subsidiaries (and their subsidiaries), setting out which level of authority (both at the Council and within the companies) is required for which matters or expenditures.
Business Plan - devised by each company and approved by the Council on an annual basis, setting out the objectives of the business and how they are to be achieved. It is a comprehensive analysis of the business situation at a particular point in time and sets out the objectives and framework for delivery over a defined future period.
From time to time, there may also be financial agreements or service level agreements in place between the BCC and particular subsidiaries.
4. MARKET ANALYSIS AND BUSINESS RISK
4.1. Market Analysis A wealth of information and publications continue to be produced providing detailed analysis on the housing market. However, commentators continue to report a mixed
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forecast for house prices in the medium term, with a range of different interpretations available regarding the impact of a number of key market factors. Undoubtedly Brexit remains the biggest driver of uncertainty across the property market, as it does across the wider economy. In many ways the challenges posed to property developers are consistent with those in other sectors, concerned as they are with the availability of labour and the potential for cost inflation throughout the supply chain. The more unique challenge will of course be the specific impact Brexit has on the UK property market, in terms of both property values and the demand for housing. This section examines a number of key indicators and draws together evidence regarding the impact that a range of factors (including Brexit) are having on the ability of Bristol residents to access housing. This is an important area of analysis in terms of the overall viability of the business model, with implications for overall market demand, the current and future demand for housing and the value of Goram Homes’ housing products. Evaluating the housing market requires an understanding of the real cost of buying or renting a property and the level of housing need. This analysis is best undertaken at a local level, and before Goram Homes undertakes any new project, it will need to carefully assess the market conditions to ensure that the schemes it develops are both financially viable and meet local market need. 4.2. National Housing Market
UK house price inflation has been weakening steadily since mid-2016. Annual house price inflation was 1.4% in the year to April 2019, compared with 7.9% three years ago. The average house price stood at £229,000 in April 2019, down from an all-time peak of £232,000 in August 2018.
The recent weakening in house price growth is in line with broader market data on transactions. Across the UK, the most recent data shows that sales volumes declined by 12% in the year to January 2019, from 71,900 to 63,400. Two main factors are: • exerting downward pressure on the housing market with continued uncertainty following the EU referendum in 2016 and; • the introduction of the Stamp Duty surcharge on second homes earlier that year, which is equivalent to an additional 3% tax on the purchase price.
In the remainder of 2019, it is forecast that these trends will continue, partially offsetting strong fundamentals such as low unemployment, low interest rates and increasing real earnings growth. This results in sluggish average UK house price growth for the year as a whole, of around 1%.
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The other important macro‐economic indicator to consider is the Construction Price Index, given the significant impact that this has on the cost of development activity. This data is released quarterly by ONS with the most recent update available at Q2 in 2019 (see below).
All Construction Housing (New Work) (New Work) 2019 Q2 Construction Price Index 3.4% 2.9%
This data covers a wide range of construction activity, but the important measure is the one for new housing activity which shows that inflation on construction costs is currently outpacing the HPI nationally. The relationship between these metrics is an important one as it could potentially present viability challenges to new schemes and will require consideration when we enter into development agreements with partners.
4.3. Bristol Housing Market
Competition for land in the city centre has been fierce. Bids for recent opportunities have come from investors and developers from across the UK proposing schemes of competing uses including student accommodation, build to rent, hotels, offices and private sale housing.
The micro Bristol market trends are being dictated by the fundamentals of local economies and the affordability of housing. A change in the macro economic environment remains the greatest risk to a shift in the market. However, there is no sign of any sudden weakening in market conditions as the Brexit process continues.
Demand remains high for city centre homes, especially for one- and two-bedroom apartments, and it is not expected that the current delivery pipeline will satisfy this
Page 76 12 Business Plan 2020 - 2025 demand. House prices in Bristol as reported by Hometrack (August 2019) grew by Year on Year by 2.2% with the average house price at £283,000.
JLL are forecasting Bristol growth up to 2023 of an average of 2.8% pa compared with UK wide growth of 2.2%.
Source: JLL
Page 77 13 Business Plan 2020 - 2025 4.4. Risk management Effective risk management is critical to the success of Goram Homes; therefore, it is essential that Goram Homes embraces a robust risk management and audit system across the business. Goram will operate risk registers at two levels as outlined below. Both of these will use a combined impact and probability scoring system together with a ‘RAG’ (RED, AMBER and GREEN colour coding) rating system: • Corporate / Group Risk Register • Project Specific Risk Registers Both of these registers follow the same format as set by the Holding Company, and each will identify key risks, giving each risk a gross risk score, identify the specific control measures put in place to mitigate the risk and then also provide a net risk score. Both of these levels of risk assessment will be reviewed by the Goram Board at each of its meetings. A process for materialisation of risks will be agreed with the Board so Goram Homes can appropriately manage risks should they occur outside of the board cycle. We have prepared a Brexit materialisation assessment for this business plan which can also be found in Appendix B. We will continue to track progress and respond as required to limit impacts as much as practically possible.
5. DEVELOPMENT ACTIVITY
5.1. Site identification process The primary initial source of sites for Goram Homes will be Bristol City Council. The Council is a significant owner of land, and Goram Homes is one of the Council’s key delivery vehicles, especially for larger market facing and mixed tenure projects.
Therefore, there is a critical dependency that land must flow from the council to Goram Homes at a scale and pace that is required to meet the operational cost commitments as set out in the business plan.
The specific arrangements for the transfer of land from the Council to Goram Homes will be set out on a site by site basis, however basic principles are as follows:
• Opportunities identified by Goram or BCC and jointly agreed. • If no planning permission is in place an Option Agreement at commercial terms will be used. • Planning (outline) permission granted and or due diligence completed by Goram as required.
This may vary dependant on the condition and planning status of the land / property, but this will be as a partnership between BCC and Goram Homes.
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Goram Homes will also be open to sites being identified in a number of different ways and the team will pro-actively seek out sites through different routes. Initially, any new potential sites identified will be initially assessed by the Goram Homes team. If the site is viable and deliverable then it will be presented to the Board for early consideration (strategic fit, social and financial returns, risks, chances of success, etc) and to gain approval to actively pursue the site, within an agreed budget.
5.2. Procurement
Goram Homes is by design not deemed to be “a Body Governed by Public Law” and therefore does not have to adopt the procedures set out in the Public Procurement Regulations in respect of any transactions it undertakes - this means Goram Homes can enter into contracts for goods, services and supplies with any contractor that it deems appropriate to do so.
Goram will hold a framework for consultants to ensure value for money, and this will be advertised on our website and open for suppliers to join at any point.
A detailed methodology has been developed which has been agreed by the Goram Homes Board. This will generally be followed for selecting partners and will be shared as appropriate. There may, however, be certain projects which for specific reasons require a different approach.
5.3. Design and Quality standards
The Board of Goram Homes has agreed that it will not set generic design and quality standards which apply to all of its projects. The Board recognises that each of its projects will be unique and sit within differing local communities. Therefore, it feels it is inappropriate to apply a ‘one size fits all’ approach to its design and quality requirements. As a result, Goram Homes will assess every project on its own uniqueness and employ a range of different assessments to ensure the design of every individual Goram project is aligned to the values and ethos of the company.
Furthermore, Goram Homes is very open to considering modern methods of construction (MMC) on its schemes. This will range from simple panelised systems through to volumetric pre-assembled structures; however, any solution would be assessed on individual merits and its suitability to the proposed site.
As a result, every project will be individually appraised by the team prior to board approval, at mid development point and at the end of the development using the approved set of quality criteria contained in our policies.
Page 79 15 Business Plan 2020 - 2025 5.4. Development Programme The current development programme for the year 2020/21 can be summarised in two areas. • Current programme 433 – consisting of Baltic Wharf which is made up of 165 homes and 10,000 sq. ft of commercial space, and Romney House which is 268 homes. • Pipeline programme 655 – schemes which have yet to be identified for the pipeline programme. Goram Homes will work extensively with BCC to identify suitable projects in the coming months.
5.5. Current programme Normally projects would be considered not to be pipeline and firm at the point of contracts being signed. At the point of this business plan being written no schemes have reached this point. However, two projects are advanced, and we have therefore considered them to be firm for the purpose of business planning. No reliance at this stage can be given that the financial position will not change on these projects The planned activity within the programme will be primarily focussed on the following sites, Romney House and Baltic Wharf. Current details, subject to planning and contract can be found in the table below. Total Affordable Affordable Estimated Estimated Scheme Units % SOS Phase 1 PC Romney 268 147 55% July 2020 February 2021 Baltic 165 66 40% March 2021 October 2023 Appendix C contains a more detailed financial breakdown of these two schemes. 5.6. Pipeline programme In order to secure a robust pipeline of work for the medium‐term business outlook, Goram will require a mix of immediate and long-term projects. These have yet to crystallise and we have for business planning purposes constructed a programme of example projects.
Programme 2020 2021 2022 2023 2024 2025 2026 Site 3 133 27 Site 4 33 27 Site 5 104 Site 6 59 Site 7 96 Site 8 Site 9 11 68 45 Site 10 4 23 23
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Total 33 160 205 188 69
5.7. Branding, Marketing & Consultation
The Board of Goram Homes has agreed that it wishes to establish Goram Homes as a well-known and respected Bristol-based developer of good quality, sustainable homes and whose profits are reinvested in our community.
Therefore, as a fledgling business Goram Homes will need to establish a clear approach to: • Develop the ‘Goram Homes’ brand • Position its marketing strategies for the business and its products (the homes it builds) • Also, how it communicates these with its different audiences, both internally and externally.
In addition, Goram Homes must be clear how these branding and marketing strategies are to be delivered for the business as a whole and how the specific marketing campaigns for the individual projects are to be integrated with these.
Goram Homes has started to develop its brand including having established a name, logo, and a mission statement. However, in this business plan period, the brand will be subject to an evaluation of its current effectiveness and a repositioning as required will be completed.
6. FINANCIAL PROJECTIONS
Sites identified by the Goram Homes and the City Council will be transferred to Goram Homes from the Council, on a project by project basis which is the most suitable for the site and at a market rate.
Initial analysis on potential sites takes the form of a desktop capacity study by the internal teams, followed by more detailed site due diligence (title, planning, geotechnical, utilities, etc) as necessary. This work informs a financial appraisal and the Board then decides, subject to viability, funding and conformity with the Business Plan, whether to approve the appropriate process through to the shareholder for approval.
The full cost for each development site (including land, financing, construction and all associated fees) is appraised against revenue generating potential. Each appraisal also includes an amount to cover corporate overheads and management costs (e.g. finance, company admin, etc).
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Generally, the land value received by the Council for the freehold transfer of sites to Goram Homes will be on a deferred payment basis.
The Council and other funders will provide development finance, should any be required. As initial projects will be joint ventures the value of the land will form a large proportion of the initial investment, with cash investment only needed should this land value not equal at least half of the peak development cost. The requirement for cash investment is impacted by which type of development will be built out, for example a flatted scheme will require considerable initial investment before sales receipts are received, therefore increasing the potential for cash investment.
All borrowing will be site/project specific and subject to an individual loan agreement. The borrowing, where required, will be secured as appropriate via legal mechanisms and this will be agreed on a project by project basis do to the varying nature of the programme. Land transfer from BCC to Goram has been agreed to be unencumbered to allow projects to be delivered in the most effective way.
Payment of the land value will normally occur once sufficient profits have been generated by the project i.e. the later stages of the project. From the point of transfer until the land payment is received, a loan note between the Council and Goram Homes will be put in place for the value of the land.
Revenue for each scheme takes the form of sales receipts from private housing, affordable homes, and any commercial property. In general, the profit margin hurdle for developments is approximately 15% profit on Gross Development Value for schemes.
All of this information feeds into the company’s financial planning process which allows it to make detailed projections as to the levels of planned expenditure and likely revenue from sales. Each element of the overall financial projection is summarised in detail below sections of this plan.
Financial performance of both Goram and the joint venture limited liability partnerships is monitored and reviewed regularly as part of a robust financial management cycle in order to provide a periodic review. Actual spending on a site‐ by‐site basis is checked against the granular elements of the detailed financial appraisals. A change process is initiated in the event that appraisals need to be adjusted as estimates crystallize, and all key variations and exceptions are reported upwards (including a periodic Board report).
All of this information is also integrated into detailed cash flow projections to give the company sufficient Treasury control.
6.1 Projected Business Financial Performance
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The financial performance of Goram Homes has been projected based on the programme activity outlined in Section 5 of the Business Plan. Each project in this programme has an estimated Development Cash Flow, due to the early stages of Goram’s programme the precision of the cash flow is limited. Therefore, our framework of sites, demonstrate the business plan financial scope in which Goram Homes could operate. Of the initial schemes, Romney House and Baltic Wharf are the and well developed in their substance. The identity of other prospective schemes has not been confirmed, templates of potential locations have been used, providing the business plan with the likely variance on mix of houses, flats and commercial property to be developed.
All sites have been prepared as cash flows reflecting the anticipated LLP arrangements of a 50% share of both capital (value in the lease being the majority of the contribution made by Goram) and profits.
We have made a number of assumptions in this Business Plan pending receipt of updated detailed Taxation advice which is looking at the interaction of Corporation Tax, Stamp Duty Land Tax and VAT to determine the optimum transaction structures that are optimal for all stakeholders. All figures shown in this report are net of VAT.
In building this business plan a set of assumptions have been made these are; a) The land cost is inclusive of ‘capital and interest’ b) That Goram Homes Ltd is able to recover VAT on its purchases that incur VAT c) That the LLP does not pay interest to Goram Homes for the value of lease let to the LLP
The key business activities and financial results are presented as; a) Profit and Loss after Tax b) The land loan debt profile between BCC and Goram c) Cash Flow d) Operating costs
The key funding constraints were that. 1) The operating overhead cost of Goram Homes should not exceed a cumulative peak of £3m during the business plan period. 2) That the total investment of both cash to LLPs and operating overhead (excluding land debt) should not exceed £10m at peak during the business plan period.
6.2 Profit & Loss
The majority of the trading activity of Goram Homes is conducted in the joint venture limited liability partnerships. The value of Goram’s investment is predominantly via value within a lease granted to the LLP. This lease being a long- term lease 250 yrs. for example, transfers the freehold land value and is therefore shown as a stake in the development. With this value transfer into the LLP the Profit & Loss Account format reflects the activity from a Goram Homes perspective not the whole LLP.
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There are multiple LLP’s assumed and Goram’s share of profit earned at cross the programme from any LLP. We have, in forecasting the profit earned, assumed that construction costs are averaged across property types and timings are the same for tenures. Indirect costs (non-construction overheads) have been apportioned equally across all property types and recognised at point of sale of the property.
To stress test the business plan sensitivities have been run against the overall plan and results shown in graphs G1, G2 & G3, which flow the Profit and Loss table.
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2020 2021 2022 2023 2024 2025 2026 Profit & Loss Account (£'000) LLP Participation
Baltic Wharf (1,919) 2,680 3,180
Romney (125) 741 1,230 1,443 1,019
Site 3 2,315 464
Site 4 885 708
Site 5 4,314 1,498
Site 6 1,718
Site 7 4,781 (1,068)
Site 8
Site 9 198 1,190 793
Site 10 197 1,179 1,179
Share of LLP Profit before Tax (125) (293) 6,933 11,514 9,667 904
Land Asset management Purchase of land (11,667) (14,266) (30,550) (15,155) (6,944)
Sale of Build Leases 11,667 14,266 30,550 15,155 6,944
Sale of freehold
Goram Operating Costs (£'000) (799) (852) (832) (841) (856) (871) (886)
Interest & Financing charges (48) (108) (162)
Profit before Tax (799) (977) (1,125) 6,092 10,658 8,796 18
Corporation Tax (605) (2,025) (1,671) (3)
Goram Profit After Tax (799) (977) (1,125) 5,487 8,633 7,125 15
Cumulative Profit & Loss Reserves (799) (1,776) (2,901) 2,586 11,220 18,345 18,360
As shown above losses are incurred in the first three years with profits showing after 2023. The Profit and Loss is based on a programme with estimated costs and revenues, these figures are to be considered as illustrative and can only be relied on as a guide for business planning.
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6.3 Land purchase loan profile
The chart below shows the value of loans granted solely by Bristol City Council via loan notes to Goram Homes for land purchases. Across the programme these loans flow into the profile, as land is transferred to Goram with gross loans to 2025 totalling £85m. These loans are reduced when payments are made by projects and the below graph shows the net loan position for the business plan period.
6.4 Cash Flow The cashflow shows a closing balance in 2026 of £16m positive position this is after repaying the initial operating funding of £3m loan.
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We have not shown any distribution of these surplus cumulative profits, pending both receipt of taxation advice, and agreement on a dividend policy and the treasury management strategy.
2020 2021 2022 2023 2024 2025 2026
Cash Flow (£'000) Opening Balance 1 149 217 2,713 11,025 21,312
Inflow 800 1,000 900 6,355 9,773 13,183 (2,653) Working Capital from BCC/Holding 800 1,000 900 Loan from Holdings Interest from LLP LLP distribution 6,355 9,773 13,183 (2,653) Charge down of costs to LLP
Outflows (799) (852) (832) (3,859) (1,461) (2,896) (2,557) Operating costs of Goram (799) (852) (832) (841) (856) (871) (886) Interest paid to Holding (318)
Corp tax paid on LLP profit share (605) (2,025) (1,671)
Repay loan from BCC/Holding (2,700) Distribute Dividend to Holding
Operating flows 1 148 68 2,496 8,312 10,287 (5,210)
Receipts for Build Lease & F/h 6,506 28,067 6,506 13,296
Payments to BCC for land (6,506) (28,067) (6,506) (13,296)
Closing balance 1 149 217 2,713 11,025 21,312 16,102
6.5 Operating Costs
Operating costs have been contained within £900k p.a. for the period of the forecast.
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We have not assumed any charge down of Goram Management costs into the LLP, holding land values up pending receipt of Taxation advice.
6.6 Stress Testing The following graphs show three iterative stress tests applied to the business plan. First graph shows the impact of time delay on the business plan.
Graph G1 The second graph shows the impact on the business plan of sales revenues reducing at a unit level.
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Graph 2 – G2
The third graph shows the impact on the business plan of construction costs increasing at a unit level. Impact of increased construction costs on Goram Cash Balance 25,000
20,000
15,000
10,000 Cash Cash Balance(£'000) 5,000
2020 2021 2022 2023 2024 2025 2026
0% 2% 4% 10%
Graph 3 – G3
Page 89 25 Business Plan 2020 - 2025 APPENDIX A
Board of Directors’ Biographies;
Non-Executive Chair Aman Dalvi OBE has worked in housing for over three decades. At present, Aman is working as a Consultant Advisor for two major developers. Prior to this, Aman was Executive Director for Development & Renewal at a London Local Authority; Chief Executive of a London Housing Association and Chief Executive of an Economic Development Agency. Aman also worked for the Housing Corporation as Assistant Director of Investment. Aman has served as Chair of the Anchor Trust and PA Housing and on the Boards of English Partnerships and the Olympic Park Legacy Company.
Sinéad Butters, MBE DUniv. BA(Hons) is Group Chief Executive of Aspire Housing, which also comprises Staffordshire’s largest apprenticeship provider PM Training and social regeneration charity Realise. As Chair of national housing network PlaceShapers, Sinéad has been instrumental in uniting members around shared values as a voice for change. In recent years, Sinéad received an MBE for services to housing, two honorary doctorates for work supporting communities, and saw Aspire receive the Queens Award for Enterprise; a first for housing.
Mark Hallett BSc, MSc, MCIOB, MAPM, FFBE is a Development Director and Non-Executive Director for a variety of consultancies, developers, investors and joint venture companies for over 30 years. His experience encompasses the full range of commercial, residential, retail and leisure projects with responsibility for identifying and unlocking value from major brownfield urban regeneration land holdings with a combined development value in excess of £2 billion. These projects have often been delivered in partnerships between public and private sectors with a particular emphasis on socially responsible and sustainable investment.
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Nick Buckland OBE is an experienced Non-Executive Director, Chair and Trustee within a variety of sectors, education, technology, regeneration, infrastructure, the arts and sustainability. He knows Bristol well and is keen to work with the team to make Goram Homes a resounding success.
Councillor Don Alexander has been a councillor for the Avonmouth & Lawrence Weston ward of Bristol City Council since May 2016. Although born in Bishop’s Stortford he was persuaded by his Bristolian dad to come to Bristol for university in 1981. Most of his working life has been spent in social enterprise or development work in Lebanon, Sudan and Bristol. He has lived in Sea Mills since 1987 and spends most of his spare time trying to grow vegetables in his allotments. Don is married with two children.
Page 91 27 Business Plan 2020 - 2025 APPENDIX B
Brexit risk assessment 1.0. Introduction Goram Homes will be impacted like many other businesses, by the United Kingdom’s proposed exit from the European Union. Firstly, the current uncertainty about when and how the UK will exit the EU is already having a ‘stalling effect’ on the UK housing market, then secondly once the UK has actually left the subsequent consequences may have further implications for the UK housing industry. However, Goram Homes is better placed to manage these implications than many other developers who use the standard house building model.
2.0 Possible Implication of Brexit Firstly, some of the possible implications (negative and positive) of Brexit are: • Availability of skilled and unskilled workforce. • Increases in material prices due to trade tariffs, exchange rates, inflation and availability of materials. • Land values – possible reductions. • Reduction in house-purchasers (General public) confidence leading to potential reduction in sales values and sales volumes. • Possible greater interest from long-term Rental Investment companies. • Possible increase in central Government funding for affordable housing. • Possible increase in central government initiatives for housebuilders. • Increased interest rates (mortgages, development finance and long-term finance) • Increased mortgage regulation. • Other inflationary pressures. • On-going uncertainty in the sector. It is not only about how these factors might affect the housing industry, but rather how they will affect the whole construction sector and the UK economy. For housebuilders the negative implications may have three significant consequences, these being: - 1) Slowing house price growth or even house price reductions – this is currently very difficult to forecast. Below are some industry experts' 2019 UK house price predictions: -
• Richard Donnell, property market analysts Hometrack: 3% rise. • Andrew Montlake, mortgage broker Coreco: 1% to 2% rise. • Henry Pryor, housing market commentator: 5% fall. • Miles Shipside, property portal Rightmove: no change. • Andrew Burrell, Capital Economics: 1% rise. • Simon Rubinsohn, Royal Institution of Chartered Surveyors: no change. • Russell Galley, mortgage lender the Halifax: 2% to 4% rise. For a longer-term prediction and more detailed insights, please follow this link to a recent report produced by well-respected property experts Savills. This predicts 12.8% increase in house prices in the South West over the next 5 years.
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2) Slower build/sales speeds – again, it is difficult to predict how build and sales speeds will be affected by Brexit. However, the detailed Savills report referred to above, suggest property transactions will remain relatively constant over the next 5 years apart from sales in the Buy to Let market which are expected to reduce. However, many commentators suggest there will be a corresponding increase in institutional investors funding and purchasing ‘build to rent’ schemes i.e. large-scale funders purchasing property portfolios to let as private rent. The following tables, which is an extract from Savills’ report, shows 2018 transactions levels and their predictions for the next 5 years. Change five 2007 2018 2019 2020 2021 2022 2023 years to 2023 Mortgaged first-time 359,000 370,000 380,000 380,000 370,000 360,000 360,000 -3% buyer Mortgaged home 653,000 370,000 370,000 370,000 370,000 370,000 370,000 0% mover Mortgaged 183,280 65,000 65,000 60,000 55,000 50,000 50,000 -23% buy to let Cash 422,000 370,000 360,000 350,000 380,000 360,000 380,000 3% buyers Total 1,618,880 1,175,000 1,175,000 1,160,000 1,175,000 1,140,000 1,160,000 -1%
3) Higher build costs – this could result from both increases in material and labour costs. According to the Department for Business Skills and Innovation, the UK import almost two thirds (64%) of building materials from the EU and export 63% of building materials to countries within the EU. Following Brexit, the UK could face limitations on importing and exporting which could lead to a shortage in materials or an increase in cost. The cost of materials has already increased since the announcement of Brexit. A post-Brexit risk is that a weaker pound will lead to the rising costs of imported materials along with losing the UK’s tariff-free access to the single market, as well as facing the imposition of duties and limits on quantities. With regard to labour, a recent major CITB (Construction Industry Training Board) report into migration and the construction industry revealed that one in three British construction firms are reliant on migrant workers, although the construction workforce is still mainly British with only 1 in 8 construction workers born outside the UK. More generally, the industry is blighted by an ever-expanding skills gap which needs to be addressed urgently. Therefore,
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labour costs have been rising and may continue to do so if the construction marketplace remains strong, but conversely, if there is economic downturn this may actually ease the issue of labour costs and availability.
3.0 Other factors to consider
Aside from Brexit, another under-lying factor is the current under supply of new housing, particularly affordable housing in the UK. Latest reports indicate that even with the recent strong housing market conditions, the industry is only building 2/3rds of the estimated 300,000 new homes required each year and there is a particular need for more affordable housing.
Another factor related to this under supply is the ‘standard’ housebuilder model. This model is predicated on the pace of sales dictating the speed of build of new homes. In a difficult Brexit scenario, which results in reduced sales values and slower sales pace, this could reduce supply even further. When speed of sales slowdown, the normal house-builder approach would be to slow construction to match the pace of sales. They will do this to protect their financial performance i.e. control investment levels and avoid low margins and ‘return on capital employed’ performance. Interestingly, the recent Letwin report (Oct 2018) recommended that by offering a wider range of different tenure on larger schemes could help increase delivery output in this country.
4.0 Goram Homes response to slower sales pace/reduced values
Although the current appraisals for the first two Goram Homes’ projects are predicated on the ‘standard’ housebuilder model, Goram Homes has a significant advantage over many housebuilders because it is well-placed to operate differently in a difficult post-Brexit environment.
Whereas many housebuilders have one primary objective i.e. financial return, Bristol City Council, through Goram Homes has three key objectives; • To help increase the number of new homes delivered across Bristol. • To have greater control over what is built (Tenure, type, mix, quality, balanced and thriving communities, etc) and the pace of delivery. • To share in the development profits and make a financial return to the Council. So, although Bristol City Council and Goram Homes have the same financial performance objective as many housebuilders, they are also equally motivated by the other two objectives, particularly increasing the number of homes built across Bristol and achieving a good pace of delivery. Therefore, to ensure continuing delivery speeds, Goram Homes is able to vary the tenure mix of the properties it builds and not be solely reliant on the private sale tenure (which in theory delivers the best financial return) Goram Homes is better placed to do this because;
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• Goram Homes and its colleagues within Bristol City Council’s Housing Team are particular knowledgeable about different forms of affordable and intermediate tenues. • They are well placed to take advantage of public funding for providing additional affordable homes from either the City Council or Homes England. • Goram Homes has strong connections with various affordable homes providers who would ultimately purchase these properties, be this either the City Council themselves through the Housing Revenue Account (which like all other local authorities has had its borrowing restrictions removed from the HRA) or indeed local and national Housing Associations. • They also have good links with institutional investors who are looking to invest in property portfolios for private rent. • This could be further enhanced if the City Council also proceeds with a second housing company whose purpose would be to own and manage a portfolio of private rented and/or affordable homes outside of the HRA. This second housing company (a ‘Housing Investment Company’) would be able to take a longer-term view with regards to a private rented portfolio. This means it could purchase a package of homes from Goram Homes and although yield returns may be low initially with a weaker housing market, they should improve significantly once the housing market improves again through its normal cycle. Furthermore, there would also be the capital growth in the value of the properties over the mid to longer term.
As an example, Goram Homes’ first project Romney House is currently predicated on delivering 70% private sale housing and 30% affordable housing, however, this mix could change to perhaps 45% affordable housing, 20% private rented housing, 25% private sale housing and 10% of intermediate housing. (various tenure forms which sit between affordable and private housing) This different mix may not deliver the same quantum levels of financial return as the original mix, but it should still be profitable (assuming public grant funding is secured), and could even potentially deliver the project in a shorter time period.
In summary, Goram Homes can balance its three primary objectives rather than utilising the ‘standard’ house-builder model which only has the financial returns objective. It also has the experience, connections, capability, etc. to do this.
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5.0 Goram Homes approach to higher build costs
However, changing the tenure mix of the homes provided does not tackle the 3rd major implication listed on page one i.e. increased build costs. (as a result of labour and materials issues) To reduce the impact of this there will need to be careful consideration is given to how the construction works are; • Designed • Specified • Procured • Contracted • Organised on site
Goram Homes is likely to only have limited experience and capability in these matters and so will need to rely on its Joint Venture partners for this. Therefore, selecting partners that are well versed in these matters and who have a good reputation in the sector in how they treat their supply chain partners will be important.
Ironically, if there are severe Brexit implications and a significant slow-down in the whole construction industry, labour shortages may ease, and labour and material prices could stagnate.
However, selection of joint venture partners who are experienced and well skilled in the following areas will be important;
• Efficient design and specification of homes to avoid wastage. • Specifying, where possible, materials manufactured in the UK. • Offsite manufacture and modern methods of construction (OSM & MMC). • Avoiding specialist designs and specifications. • Careful selection of sub-contractors who have a loyal and capable workforce. • Storing and stockpiling of materials. • Pacing orders on a phased basis. • Fair and reasonable payment and contract terms for the supply chain. • Well organised site management, which allows sub-contractors to operate efficiently. These factors will not eliminate increased build costs, but they will go some way to mitigating the impact.
6.0 Timescales
One final consideration is timing. Assuming Brexit happens as planned at the end of October 2019 (or soon after) then the initial implications for the housing market should start to become apparent during the Winter/Spring period.
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However, Goram Homes is unlikely to be actually making any significant contractual commitments on its first Joint Ventures before the Autumn/Winter period and therefore should be able to structure the tenure and delivery arrangements within these contracts with some knowledge of the Brexit implications.
Furthermore, the actual land value Goram Homes and its Joint Venture partners will agree with the City Council will not finalised until the Autumn/Winter of 2019. So again, the early implications of Brexit should be apparent by then and can be taken into account in the land value calculations. This ensures the financial expectations of profit, investment, ROCE, etc. can also be assessed with some knowledge of the outcome of Brexit.
7.0 Conclusion
In summary, Goram Homes cannot avoid whatever the implications and consequences of Brexit happening, but it is very well placed, and with the right joint venture partners, able to adapt and mitigate the consequences to be able to still deliver well designed, good quality homes and local communities across Bristol, whilst still delivering appropriate financial returns to its shareholder.
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APPENDIX D - Key Dates Programme.
Below is the high-level Project plan with possible future milestones. This plan shows the two pipeline projects and the time taken till the first point of revenue. The second group Scheme 1&2 show the time taken before start on site and revenue flow when projects are allocated, reinforcing the importance of early identification by BCC of land for development by Goram Homes.
Page 98 Page
34 Business Plan 2020 - 2025
APPENDIX F Risk Assessment of business plan
STRATEGIC LIKELIHOOD / RISK EVENT OUTCOMES RISK INDICATORS CONTROLS RESPONSIBILITY OBJECTIVE CONSEQUENCES Increase the supply Land Pipeline Failure to deliver Land supply has large X Land allocated to BCC officers - of new homes built unsuitable or business plan target number of Goram following joint Goram Homes each year across insufficient for number of homes constraints, such as due diligence Managing Director Bristol business plan abnormals and no planning status Page 99 Page
Failure of a Homes require Supply chain during Robust site Goram Homes contractor or the repairs to ensure construction not paid inspection by a Managing Director Build good quality joint venture to they meet standards promptly Goram inspection homes and create maintain quality team communities where standards. X people wish to live
Operate An increase in A reduction in profit The JV has an The costs can be The JV Board - commercially and construction costs or or land value increase in managed via the JV Goram Homes Board provide financial a reduction in sales construction costs - and works stopped returns to Goram's prices The housing market X - Monthly house sole shareholder - statistics show a price monitoring of showing in house the Bristol market. Bristol City Council. price growth
35 th Version 1.7 – Updated 9 December CONFIDENTIAL Structure Page 100 Page
1 9th December 2019 Our Ambition Our plan will deliver significant gains, aligned with the five priorities we set out last year and remaining inside the £37.7m funding and £17.6m collateral limits
We will deliver £66m* We will drive We will more than Our Business division will Our Energy Services social value for Bristol by decarbonisation for double our embed and deepen our offerings will deliver
Page 101 Page FY24/25 through our Bristol and beyond, residential base to Bristol-focused strategy, £1.5m operating profit supply chain, employment saving 1.9 million tonnes 213,000 customers build strong relationships by 2025, led by our and community of CO2e by 2025 through by 2025, with the with our customers and pioneering Heat partnerships, with £40k via green tariffs, and same or lower core more than double our B2B Network services the Fuel Good Fund in the generate £3m to invest overhead costs revenue to £42m by 2025 next year in local carbon reduction
OUR FIVEPRIORITIES
Double the social Support Bristol to Achieve Build service Be recognised value created for meet its carbon profitability propositions that as a leader in Bristol neutral targets meet our customer distributed, local needs and deliver energy markets additional value
2 *During the period of this plan till FY24/25 including £42m local economic benefit Our distinctive purpose drives success We have refreshed our values, and with a new leadership team in place we have a robust plan to deliver the next stage of sustainable growth
OURVISION PROFIT FOR PURPOSE
We will create We are delivering on our mission of profit for purpose, tracked through three key a sustainable dimensions: energy
Page 102 Page company that has Profitability: To be a commercially efficient business, and provide social value an income stream for Bristol City Council at its heart
Reduced Carbon Emissions: To support a carbon-zero Bristol by OURVALUES 2030 through new infrastructure and innovative services*
Social Value in Bristol: through our supply chain, employment and community partnerships
* The carbon reduction impact of our core supply and Energy Services plans is currently in development, and will be materially affected by the outcome of the City Leap opportunity 3 Market Context The market remains competitive and dynamic, and will transform by 2025
Continuing Market Failures continue with several Mergers & acquisitions continuing, led smaller suppliers exiting the market Trends Transformation by Octopus, OVO and Shell; trend of in 2019 – e.g. Eversmart, CESL, increasing tech integration across value Solarplicity, OurPower chain Mergers &
Page 103 Page Market Exits Unprecedented public action and Acquisition Radical energy industry proposals in climate emergency declarations are national party manifestos; Bristol mayoral driving a race to ‘100% green’ and council elections in May 2020; across the market Climate Continued Brexit uncertainty Politics Action Major policy movement anticipated on Unintended consequences? Big 6 industry standards, in line with sweeping slashed prices in August, perhaps Defensive Policy & market transformation in the coming years linked to unforeseen customer churn Incumbents Regulation
The market continues to be competitive and our Our plan must deliver stable and optimised strategy is designed to account for this, with a detailed operations in the short term, plus agility to thrive review of key sensitivities and strategic risks. in a transforming market 4 How we will execute – Three Key Themes Three core themes underpin how we will operate and deliver on our social value purpose: relentless customer focus, eliminating inefficiency and growing Energy Services Three key delivery themes….
• Focus on attracting the customers we want, 1. Relentless Customer powered by customer insight and targeted Focus marketing Page 104 Page • Re-organise our teams for increased customer focus, and leverage ICS membership • Use insight to target action on root cause …driving enhanced 2. Use Insight, issues and key value levers Eliminate Inefficiency • Drive digital-first, scalable processes Social Value across: maximising automation • Society & Communities in Bristol • Build new Energy Service offerings with • Decarbonisation 3. Diversify into Energy highest priority on carbon reduction impact • Local Economic Impact Services • Deliver and expand value from leading opportunities led by Heat Network services
Stabilising the core business as a solid foundation for growth 5 BE ‘Strategy on a Page’ Our strategy starts with our purpose and distinctive strengths to define a sharp market focus, and integrates this with how we will operate to deliver maximum impact
Vision & Purpose Market Focus How we will execute Targets** What do we, our customers and Considering our purpose and key What principles underpin our What metrics will we use to stakeholders care about? strengths, where should we focus? approach? track our performance? • Decarbonisation – C-Zero 2030 Key metrics will be defined, Target customers Relentless Customer Focus • Social Value in Bristol and are likely to include: • Bristol first – build local scale with • Focus on the customers we want • Strong financials engaged Bristol customers, • Financial (rev, cost,
Page 105 Page • High impact cross-channel marketing margin, etc) inclusive tariffs for social goals & customer engagement • Customer (Bristol %, • National second – DD only, 100% • Re-organise our teams for increased CSat, NPS, Trustpilot, etc) digital journey customer focus, and leverage ICS • Aligned values • Social Value & Carbon (CO2e, BE footprint, etc) Use Insight, Eliminate Inefficiencies • Employee (Engagement, Core Marketing Themes*: • Use insight to target action on root absence, recruitment…) • We are green leaders – addressing cause issues • Strategic Programmes Our unique strengths climate emergency • Drive digital-first, scalable processes (ES, IT, Smart, etc) Where do we have / can we build a • We stand for public benefit – maximising automation distinct competitive advantage? profit for purpose • Build high performing learning culture • for continuous improvement Strong local ethical brand New Service Development Priorities • Bristol relationships Key Enablers • Areas where we have scale/ Diversify into Energy Services • Access to the cityscape (BCC • Detailed plans per dept relationships – eg Heat Network, • Build ES offerings prioritised on enabled) • Governance & local infrastructure carbon impact • Among greenest suppliers accountability. • Maximum carbon impact, • Step up our green sourcing (PPAs, (opp to improve) • Insight & scalable tech acceptable financials offsetting, green gas) • Organisation & Culture
* These themes will be developed as part of our refreshed marketing plan, and will focus on what sets us apart in the eyes of our target customer segments ** Work is underway to define the critical set of metrics and target values across levels for stakeholder reporting and leadership review down to prioritised operational focus 6 Stepping up our Social Value Our key delivery themes will enable us to drive greater value across society and communities in Bristol, decarbonisation and local economic impact Bristol Society & Communities Decarbonisation Local Economic Impact
Our new green tariffs will generate ~£300k by FY20/21 and ~£3m in total by FY24/25 to spend on carbon reduction initiatives in Bristol – funded by customers’ ‘carbon additionality’ contributions* Page 106 Page £40k additional funding Delivering 100% Green Currently supporting 67 for social projects in electricity and low carbon renewable providers FY20/21 gas for all our customers with PPA contracts Saving >200,000 tonnes of Helping local customers save Educational programmes CO e in FY20/21 and 1.9 2 money with 20,000 more with 20 schools in million tonnes by FY24/25 Bristol accounts by 2025 FY20/21 supported by PPAs Generating £36m local Delivering 10 ward Minimising and offsetting economic impact by FY24/25 related projects in our business carbon through employment & FY20/21 footprint by Summer 2020 supply chain
*This is separate from the Fuel Good Fund. It broadly assumes 60% of customers pay £1/yr, and 40% of customers pay £5 in the initiative. Roll out and Marketing of this new fund is currently in development 7 CONFIDENTIAL Market Context & Focus Fundamental shifts started in the energy market and our vision for Bristol Page 107 Page
• To create an interconnected, low-carbon, smart and resilient energy system • To increase the deployment of renewable energy and low-carbon technology, particularly heat networks, energy efficiency and transport.
City Leap to bring investors in to accelerate distributed energy asset deployment 8 Agenda Item 11
Overview and Scrutiny Management Board
Overview and Scrutiny Management Board
18th December 2019
Report of: Tim O’Gara, Service Director, Legal and Democratic Services
Title: Mayor’s Forward Plan (Standing Item)
Ward: City Wide
Recommendation
That the Board receive the current edition of the Mayor’s Forward Plan of Key Decisions to help inform the Scrutiny Work Programme.
Summary
The report provides the latest version of the Mayor’s Forward Plan
The significant issues in the report are:
The Board will wish to identify any forthcoming Key Decisions that will require input from Scrutiny.
Page 108 Overview and Scrutiny Management Board
Background
1. The Mayor’s Forward Plan is published monthly to give notice of key decisions that will be considered by the Cabinet, Health & Wellbeing Board or Learning City Partnership Board. A key decision is defined as one which;
• Will result in expenditure of £500K or over
• Will result in savings of £500K or over
• Be significant in terms of its effects on communities living or working in two or more wards in the city
2. The Overview and Scrutiny Management Board (OSMB) will wish to review the list of forthcoming Key Decisions to ensure any relevant items can be considered by Scrutiny.
The latest version of the report can be found at appendix A.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985
Background Papers: None.
Appendix A – Mayor’s Forward Plan
Page 109 Forward plan
THIS DOCUMENT GIVES NOTICE OF ANTICIPATED KEY DECISIONS TO BE TAKEN Page 110 Page AT CABINET AND OTHER MEETINGS
This update published 4 November 2019 Democratic Services Contact: Oliver Harrison, Democratic Services Officer, email: [email protected] Tel: 0117 35 26162 BRISTOL CITY COUNCIL - FORWARD PLAN INDEX OF PROPOSED KEY DECISIONS
The Forward Plan gives notice of anticipated key decisions to be taken at Cabinet, Health and Wellbeing Board and Learning City Partnership Board meetings. It will be updated and published on the Council website www.bristol.gov.uk on a monthly basis.
Key Decision Under the Council’s constitution, the definition of a key decision is a decision which is likely to:
1) Result in expenditure of £500,000 or over.
2) Result in savings of £500,000 or over.
Page 111 Page 3) Be significant in terms of its effects on communities living or working in two or more wards in the city.
Non-key Decision For additional information and completeness the Forward Plan also contains those items which are outside the definition of a key decision.
Cabinet Meetings The Cabinet will normally meet on a Tuesday on a six weekly cycle. Meetings start at 4pm and are currently held at City Hall, College Green Bristol, BS1 5TR. Meetings of the Cabinet are open to the public with the exception of discussion regarding reports which contain exempt/confidential, commercially sensitive or personal information which will be identified in the Mayor’s Forward Plan).
Reports submitted to the Mayor and Cabinet will be available on the council’s website 5 clear working days before the date the decision can be made. If you would like a copy by email please contact [email protected]
- 2 - Glossary:
HWB Health and Wellbeing Board LCPB Learning City Partnership Board APR15 Under the Council’s Constitution if a key decision needs to be taken with less than 28 days’ notice, it can still be taken under APR15 – General Exception, if it is impracticable to defer it until the next scheduled Cabinet meeting. The relevant Scrutiny Commission must be notified and the report published as part of the agenda 5 clear working days ahead of the Cabinet meeting
Description of Exempt Information :- England, Part 1 of Schedule 12A of the local Government Act 1972
1 Information relating to any individual.
2 Information which is likely to reveal the identity of an individual.
Page 112 Page 3 Information relating to the financial or business affairs of any particular person (including the authority holding that information).
4 Information relating to any consultations or negotiations, or contemplated consultations or negotiations, with any labour relations matter arising between the authority or a Minister of the Crown and employees of, or office holders under the authority.
5 Information in respect of which a claim to legal professional privilege could be maintained in legal proceedings.
6 Information which reveals that the authority proposes (a) to give under any enactment a notice under or by virtue of which requirements are imposed on a person; 0r
(b) to make an order or direction under any enactment.
7 Information relating to any action taken or to be taken in connection with the prevention, investigation or prosecution of a crime.
- 3 - Cabinet Members Marvin Rees (Lab) - Mayor of Bristol Cllr Craig Cheney (Lab) – Designated Deputy Mayor (with special responsibility for Finance, Governance and Performance) Cllr Asher Craig (Lab) – Deputy Mayor (with special responsibility for Communities) Cllr Nicola Beech – Cabinet Member for Spatial Planning and City Design Cllr Kye Dudd (Lab) – Cabinet Member for Transport, Energy and the New Green Deal Cllr Helen Godwin (Lab) – Cabinet Member with responsibility for Women, Children and Families (Young People), and Lead Member for Children's Services Cllr Helen Holland (Lab) – Cabinet Member for Adult Social Care Cllr Anna Keen (Lab) – Cabinet Member for Education and Skills Cllr Paul Smith (Lab) – Cabinet Member for Housing Cllr Steve Pearce (Lab) – Cabinet Member for Waste, Commercialisation and Regulatory Services Page 113 Page
The City Council’s website www.bristol.gov.uk contains all supporting documents and decisions for formal meetings and lots more about the City Council.
- 4 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date Christina Gray Public Health Smoking Cessation Services Commissioning Cabinet Deputy Mayor with People Scrutiny christina.gray@ Intentions 2020 to 2025 5 Nov 2019 responsibility for Commission bristol.gov.uk To approve the commissioning of a new targeted support service Communities (Public to stop smoking service for Bristol from 1st April 2020 Health, Public Transport, Libraries, Open Parks) Events and Equalities
Colin Molton Appropriation of Housing Revenue Account & General Fund Cabinet Cabinet Member with Resources colin.molton@b Assets 5 Nov 2019 responsibility for Scrutiny ristol.gov.uk To seek approval to appropriate the assets between the Housing Housing, Designated Commission Revenue Account and the General Fund so as to better reflect Deputy Mayor with
Page 114 Page their current use, to allow for proper accounting and to provide responsibility for more affordable and new council homes. Finance, Governance and Performance Part exempt
Jacqui Jensen Independent Domestic Violence Advisor service within the Cabinet Deputy Mayor with People Scrutiny Jacqui.Jensen@ Emergency Department at Bristol Royal Infirmary 5 Nov 2019 responsibility for Commission bristol.gov.uk To seek authorisation from Cabinet to make a direct award to Communities (Public Next Link to provide an Independent Domestic Violence Advisor Health, Public service. Transport, Libraries, Parks) Events and Open Equalities
- 5 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date Colin Molton Street Lighting Replacement Programme Cabinet Councillor Kye Dudd Growth and colin.molton@b To approve a policy for Cast Iron and non-galvanised steel street 5 Nov 2019 Regeneration ristol.gov.uk lighting column replacement and refurbishment. Scrutiny Commission Open
Jane Taylor European Social Fund (ESF) bid opportunity to improve the Cabinet Cabinet Member with Adults, Children jane.taylor@bri employment of people with learning difficulties 5 Nov 2019 responsibility for and Education stol.gov.uk To obtain Cabinet approval to hold detailed bid negotiations for Education and Skills Scrutiny our ESF / WECA funded programme to improve employment Commission outcomes for people with learning difficulties across the West of
Page 115 Page England area.
Open
John Walsh Re-procurement of DBS e-bulk system Cabinet Designated Deputy Resources john.walsh@bri To seek permission to extend the most recent Disclosure Barring 5 Nov 2019 Mayor with Scrutiny stol.gov.uk Service checks contract from 7 January 2020 to 31 December responsibility for Commission 2020 and to procure a new supplier. Finance, Governance and Performance Part exempt
Denise Murray Medium Term Financial Plan Cabinet Councillor Craig Resources denise.murray This report sets out an update to the MTFP and a Capital Strategy 5 Nov 2019 Cheney Scrutiny - 6 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date @bristol.gov.uk to be considered by Cabinet in making recommendations for Commission Council to approve.
Open
Denise Murray Capital Strategy Cabinet Councillor Craig Resources denise.murray Budget recommendations to Full Council. 5 Nov 2019 Cheney Scrutiny @bristol.gov.uk Commission Open
Page 116 Page Paul Sylvester Compulsory Purchase of Long Term Empty Property Cabinet Cabinet Member with Resources paul.sylvester@ To seek approval from Cabinet to make a Compulsory Purchase 5 Nov 2019 responsibility for Scrutiny bristol.gov.uk Order of a house in Clifton Housing Commission
Part exempt 3
Guy Fishbourne Hengrove Leisure Centre: Parkwood Community Leisure Cabinet Deputy Mayor with Resources guy.fishbourne Conversion to Lex Leisure Community Interest Company (CIC) 5 Nov 2019 responsibility for Scrutiny @bristol.gov.uk To inform cabinet of a proposal by Parkwood Leisure to terminate Communities (Public Commission their current leisure subcontract at Hengrove Leisure Centre, to Health, Public Parkwood Community Leisure, and replace it with a new leisure Transport, Libraries, subcontract to Lex Leisure CIC. Parks) Events and Equalities, Designated Part exempt Deputy Mayor with - 7 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date responsibility for Finance, Governance and Performance Hywel Caddy Extension of Rough Sleeper Service Contract including the Rapid Cabinet Cabinet Member with Growth and Hywel.Caddy@ Rehousing Pathway 5 Nov 2019 responsibility for Regeneration bristol.gov.uk To approve an extension of the rough sleeping service contract Housing Scrutiny and Rapid Rehousing Pathway for a period of 6 months Commission
Open
Mike Jackson Clean Air Zone Outline Business Case Cabinet Mayor Resources
Page 117 Page mike.jackson@ To seek approval to submit the outline business case for a traffic 5 Nov 2019 Scrutiny bristol.gov.uk clean air zone to achieve compliance with clean air directives. Commission
Part exempt
Nuala Gallagher Western Harbour Update Cabinet Councillor Nicola Growth and nuala.gallagher To update cabinet on Western Harbour engagement and next 5 Nov 2019 Beech, Councillor Regeneration @bristol.gov.uk steps including further engagement for the project. Craig Cheney, Scrutiny Councillor Paul Smith Committee Part exempt
Christina Gray ALIVE Bristol: Our Local Authority Healthy Weight Declaration Cabinet Deputy Mayor with People Scrutiny christina.gray@ To seek approval to adopt the Local Authority Declaration on 5 Nov 2019 responsibility for Commission - 8 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date bristol.gov.uk, Healthy Weight by February 2020 and to work with Public Health Communities (Public Sally Hogg on the Alive Bristol programme. Health, Public sally.hogg@bris Transport, Libraries, tol.gov.uk Open Parks) Events and Equalities
Denise Murray Budget Monitoring Out turn report P6 Cabinet Councillor Craig Resources denise.murray More information to follow. 5 Nov 2019 Cheney Scrutiny @bristol.gov.uk Commission Open
Page 118 Page Andrew Davies Local Growth Fund Re-allocation - NEW ITEM Cabinet Cabinet Member with Growth and andrew.davies To seek approval to submit applications to West of England Local 3 Dec 2019 responsibility for Regeneration @bristol.gov.uk Enterprise Partnership to reallocate £1m of funding to Portway Transport and Energy, Scrutiny Park and Ride Rail Station. the Green New Deal Commission
Open
Jacob Pryor Challenge Fund: Transport Maintenance Funding - NEW ITEM Cabinet Cabinet Member with Growth and jacob.pryor@br To seek approval to deliver a bid for maintenance of local roads 3 Dec 2019 responsibility for Regeneration istol.gov.uk and transport structures Transport and Energy, Scrutiny the Green New Deal Commission Open
- 9 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date
Patsy Mellor Transport Authority Integration Project - NEW ITEM Cabinet Cabinet Member with Growth and patsy.mellor@b To seek approval to transfer selected transport functions to 3 Dec 2019 responsibility for Regeneration ristol.gov.uk WECA. Transport and Energy, Scrutiny the Green New Deal Part exempt 3
Zara Naylor Drain Clearance and Land Drainage Surveys on land owned or Cabinet Cabinet Member with Resources zara.naylor@bri leased by Bristol City Council - NEW ITEM 3 Dec 2019 responsibility for Scrutiny stol.gov.uk To seek approval to the extension of contract to continue to Housing, Designated Commission
Page 119 Page provide response repairs drainage services Deputy Mayor with responsibility for Part exempt Finance, Governance 3 and Performance
Robin South Bristol Enterprise Support Project - NEW ITEM Cabinet Designated Deputy Resources McDowall To seek approval for Bristol City Council to act as lead and 3 Dec 2019 Mayor with Scrutiny robin.mcdowall accountable body for the South Bristol Enterprise Support responsibility for Commission @bristol.gov.uk Project. Finance, Governance and Performance Open
Ann James Housing Payments made under the vulnerable person's Cabinet Cabinet Member with People Scrutiny Ann.James@bri resettlement scheme 3 Dec 2019 responsibility for Commission - 10 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date stol.gov.uk To approve the housing costs payable under the Vulnerable Adult Social Care Persons Settlement Scheme.
Open
Penny Germon Enabling the Voluntary Community and Social Enterprise Sector Cabinet Deputy Mayor with Adults, Children penny.germon To seek approval to commission capacity building and 3 Dec 2019 responsibility for and Education @bristol.gov.uk infrastructure support to enable the VCSE sector through a grant Communities (Public Scrutiny process for a period of 4 years. Health, Public Commission Transport, Libraries, Part exempt Parks) Events and
Page 120 Page Equalities
Jan Cadby Q2 Corporate Risk Report Cabinet Councillor Craig Resources jan.cadby@brist To receive and review the corporate risk register. 3 Dec 2019 Cheney Scrutiny ol.gov.uk Non Key Commission Open
Lucia Extension of Advocacy Service contracts Cabinet Cabinet Member with People Scrutiny Dorrington To seek approval for recommissioning of adult Social Care 3 Dec 2019 responsibility for Commission lucia.dorrington Advocacy Services and to request a further extension to existing Adult Social Care @bristol.gov.uk contacts.
Open
- 11 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date
Denise Murray Budget Monitoring Out turn report P7 Cabinet Councillor Craig Resources denise.murray To approve the 2018/19 Period 7 finance report. 3 Dec 2019 Cheney Scrutiny @bristol.gov.uk Commission Open
Denise Murray Council Tax Base 2020/21 Cabinet Councillor Craig Resources denise.murray To recommend the Council Tax Base for 2020/21 for approval at 3 Dec 2019 Cheney Scrutiny @bristol.gov.uk Full Council. Commission
Page 121 Page Open
Denise Murray Collection fund surplus/ deficit report Cabinet Councillor Craig Resources denise.murray To consider the estimated Collection Fund surplus / deficit as at 3 Dec 2019 Cheney Scrutiny @bristol.gov.uk 31st March 2020 for referral to Full Council for approval. Commission
Open
Colin Molton Hartcliffe Way Reuse & Recycling Centre Cabinet Cabinet Member with Growth and colin.molton@b To provide an update on the development of a new Household 3 Dec 2019 responsibility for Regeneration ristol.gov.uk Reuse and Recycling Centre at Hartcliffe Way and to seek Waste, Scrutiny approval to enter a Development Agreement with Bristol Waste Commercialisation Commission Company. and Regulatory - 12 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date Services Open
Penny Fell Harbour Estate Review Cabinet Mayor Growth and penny.fell@bris To approve commencement of the Bristol Harbour Feasibility and 3 Dec 2019 Regeneration tol.gov.uk Case Study Project and to commence engagement with Scrutiny stakeholders regarding the project. Commission
Open
Page 122 Page Paul Barker Heat Networks Special Purpose Vehicle Cabinet Cabinet Member with Growth and Paul.barker@br To seek approval to set up a Special Purpose Vehicle to receive 21 Jan 2020 responsibility for Regeneration istol.gov.uk and spend government grant funding for heat networks. Transport and Energy, Scrutiny the Green New Deal Commission Part exempt
Pete Anderson Connected City Project Cabinet Designated Deputy Growth and peter.anderson More information to follow. 21 Jan 2020 Mayor with Regeneration @bristol.gov.uk responsibility for Scrutiny Part exempt Finance, Governance Commission 3 and Performance
Denise Murray Budget Monitoring Out turn report P8 Cabinet Councillor Craig Resources - 13 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date denise.murray More information to follow. 21 Jan 2020 Cheney Scrutiny @bristol.gov.uk Commission Open
Mark Wakefield Q2 Performance Report Cabinet Councillor Craig Resources mark.wakefield More information to follow. 21 Jan 2020 Cheney Scrutiny @bristol.gov.uk Non Key Commission Open
Page 123 Page Denise Murray Housing Revenue Account 2020/21 budget proposals Cabinet Councillor Craig Resources denise.murray Budget recommendations to Full Council. 21 Jan 2020 Cheney Scrutiny @bristol.gov.uk Commission Open
Denise Murray Dedicated Schools Grant 2020/21 Cabinet Councillor Craig Resources denise.murray Budget recommendations to Full Council. 21 Jan 2020 Cheney Scrutiny @bristol.gov.uk Commission Open
Denise Murray Treasury Management Strategy Cabinet Councillor Craig Resources denise.murray Budget recommendations to Full Council. 21 Jan 2020 Cheney Scrutiny @bristol.gov.uk Commission - 14 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date Open
Denise Murray Budget Monitoring Out turn report P9 Cabinet Councillor Craig Resources denise.murray More information to follow. 4 Feb 2020 Cheney Scrutiny @bristol.gov.uk Commission Open
Jan Cadby Q3 Corporate Risk Report Cabinet Councillor Craig Resources jan.cadby@brist More information to follow. 4 Feb 2020 Cheney Scrutiny
Page 124 Page ol.gov.uk Non Key Commission Open
Chris Hackett Inclusive and Sustainable Economic Growth Strategy Cabinet Mayor Growth and chris.hackett@ More information to follow. 3 Mar 2020 Regeneration bristol.gov.uk Non Key Scrutiny Open Commission
Denise Murray Budget Monitoring Outturn report P10 Cabinet Designated Deputy Resources denise.murray More information to follow. 3 Mar 2020 Mayor with Scrutiny @bristol.gov.uk Non Key responsibility for Commission Open Finance, Governance and Performance - 15 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date
Denise Murray Budget Monitoring Outturn report P11 Cabinet Designated Deputy Resources denise.murray More information to follow. 7 Apr 2020 Mayor with Scrutiny @bristol.gov.uk responsibility for Commission Open Finance, Governance and Performance
Mark Wakefield Q3 Performance Report Cabinet Councillor Craig Resources mark.wakefield More information to follow. 7 Apr 2020 Cheney Scrutiny @bristol.gov.uk Non Key Commission Open Page 125 Page
Mark Wakefield Bristol City Council Performance Framework 2020/21 Cabinet Designated Deputy Resources mark.wakefield To approve the Bristol City Council Performance Framework to be 7 Apr 2020 Mayor with Scrutiny @bristol.gov.uk agreed for 2020/21. responsibility for Commission Non Key Finance, Governance Open and Performance
Tim Borrett Bristol City Council Business Plan 2020/21 Cabinet Designated Deputy Resources tim.borrett@bri For Cabinet to note the Bristol City Council Business Plan 7 Apr 2020 Mayor with Scrutiny stol.gov.uk 2020/21. responsibility for Commission Non Key Finance, Governance Open and Performance
- 16 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date
Colin Molton Battery Trials Cabinet Cabinet Member with Growth and colin.molton@b More information to follow. Before 5 responsibility for Regeneration ristol.gov.uk May 2020 Transport and Energy, Scrutiny Open the Green New Deal Commission
Oliver Roberts Lawrence Weston Community Hub Cabinet Councillor Craig Resources oliver.roberts@ To consider development of a new build community and health Before 5 Cheney, Councillor Scrutiny bristol.gov.uk hub in Lawrence Weston on Council owned land. May 2020 Asher Craig Commission
Page 126 Page Part exempt
Gemma Dando Waste Minimisation, Recycling and Waste Service Cabinet Councillor Steve Resources gemma.dando improvements Before 5 Pearce Scrutiny @bristol.gov.uk To seek approval for policy and service improvements. May 2020 Commission
Part exempt
Colin Molton Temple Island - scheme content and development agreement Cabinet Councillor Craig Growth and colin.molton@b More information to follow. Before 5 Cheney, Marvin Rees Regeneration ristol.gov.uk May 2020 Scrutiny Part exempt Commission
- 17 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date
Gemma Dando The Future of Bristol’s Cemetery and Crematorium provision Cabinet Councillor Asher Craig Growth and gemma.dando More information to follow. Before 5 Regeneration @bristol.gov.uk May 2020 Scrutiny Open Commission
Oliver Roberts Partial relocation and development of the Council’s Bottle Yard Cabinet Councillor Craig Growth and oliver.roberts@ Studios facility at Hawkfield Business Park Before 5 Cheney Regeneration bristol.gov.uk More information to follow. May 2020 Scrutiny Commission
Page 127 Page Part exempt
Colin Molton Acquisition of Land at Broomhill Road, Brislington Cabinet Councillor Paul Smith Growth and colin.molton@b More information to follow. Before 5 Regeneration ristol.gov.uk May 2020 Scrutiny Part exempt Commission
Colin Molton Bristol Housing Company Cabinet Cabinet Member with Growth and colin.molton@b More information to follow. Before 5 responsibility for Regeneration ristol.gov.uk May 2020 Housing, Designated Scrutiny Part exempt Deputy Mayor with Commission responsibility for Finance, Governance - 18 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date and Performance Nuala Gallagher Award of Imagination Funding Cabinet Designated Deputy Resources nuala.gallagher More information to follow. Before 5 Mayor with Scrutiny @bristol.gov.uk May 2020 responsibility for Commission Open Finance, Governance and Performance
Ed Plowden The Local Cycling and Walking Infrastructure Plan Cabinet Cabinet Member with Growth and ed.plowden@br More information to follow. Before 5 responsibility for Regeneration istol.gov.uk May 2020 Transport and Energy, Scrutiny Open the Green New Deal
Page 128 Page
Jacob Pryor Redcliffe Corridor Cabinet Cabinet Member with Growth and jacob.pryor@br More information to follow. Before 5 responsibility for Regeneration istol.gov.uk May 2020 Transport and Energy, Scrutiny Part exempt the Green New Deal Commission
Lois Woodcock Property Strategy (Asset Management Plan) Cabinet Designated Deputy Growth and lois.woodcock More information to follow. Before 5 Mayor with Regeneration @bristol.gov.uk May 2020 responsibility for Scrutiny Open Finance, Governance and Performance
Mark Williams Members Parental Leave Policy Cabinet Cabinet Member with Adults, Children - 19 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date Mark.williams@ To seek Cabinet approval for recommendation to Full Council for Before 5 responsibility for and Education bristol.gov.uk a Members’ entitlement to maternity, paternity, shared parental May 2020 Children and Young Scrutiny and adoption leave and relevant allowances policy. People, and Lead Commission Non Key Member for Open Children's Services
Nuala Gallagher Enterprise Zone Update Cabinet Designated Deputy Growth and nuala.gallagher More information to follow. Before 5 Mayor with Regeneration @bristol.gov.uk May 2020 responsibility for Scrutiny Open Finance, Governance Commission and Performance
Page 129 Page
Colin Molton Housing Infrastructure Fund Cabinet Cabinet Member with Growth and colin.molton@b More information to follow. Before 5 responsibility for Regeneration ristol.gov.uk May 2020 Housing Scrutiny Open Commission
Jacqui Jensen Sensory Support Service Review Cabinet Cabinet Member with Adults, Children Jacqui.Jensen@ More information to follow. Before 5 responsibility for and Education bristol.gov.uk May 2020 Education and Skills Scrutiny Open Commission
Jacqui Jensen SEND Top Up Processes and Procedures Review Cabinet Cabinet Member with Adults, Children - 20 - Lead Officer Title and summary of Decision Meeting Decision taker Scrutiny Remit date Jacqui.Jensen@ More information to follow. Before 5 responsibility for and Education bristol.gov.uk May 2020 Education and Skills Scrutiny Open Commission
Jacqui Jensen Early Intervention Bases Review Cabinet Cabinet Member with Adults, Children Jacqui.Jensen@ More information to follow. Before 5 responsibility for and Education bristol.gov.uk May 2020 Education and Skills Scrutiny Open Commission
Page 130 Page
- 21 - Agenda Item 12
West of England Combined Authority WECA Overview & Scrutiny Committee
Wednesday, 17 July 2019, Times Not Specified The Space, Keynsham Civic Centre 3 Rivergate, Bristol BS1 6ER
Present: Cllr Brian Allinson, South Gloucestershire Council Cllr Gary Hopkins, Bristol City Council Cllr James Arrowsmith, South Gloucestershire Cllr Carole Johnson, Bristol City Council Council Cllr Hal MacFie, Bath and North East Somerset Cllr John Ashe, South Gloucestershire Council Council Cllr Stephen Clarke, Bristol City Council Cllr Brenda Massey, Bristol City Council Cllr Winston Duguid, Bath and North East Cllr Mhairi Threlfall, Bristol City Council Somerset Cllr Geoff Gollop, Bristol City Council
Also In attendance: Cllr Huw James, North Somerset Council Cllr Mike Bird, North Somerset Council
Officers In Attendance: Patricia Greer, Chief Executive Ian Hird, Scrutiny Manager Shahzia Daya, Director of Legal & Democratic Tim Milgate, Democratic Services Officer Services David Carter, Director of Infrastructure Stephen Bashford, Head of Business and Skills Jason Humm, Head of Transport Rachel Pykett, Senior Policy Manager Lynda Bird, Head of Performance, Planning and Projects
Minutes
1 Welcome & introductions The Chair welcomed everybody to the meeting. 2 Apologies for absence There were no apologies for absence. 3 Declarations of Interest under the Localism Act 2011 There were no declarations of interest declared. 4 Minutes of previous meeting The minutes of the meeting held on 12 June 2019 were agreed as a correct record and signed by the Chair. 5 Items from the Public (petitions; statements; questions) The following statements were received. The listed persons were all present at the meeting and submitted their statements orally.
1. David Redgewell, Transport Issues 2. Christina Biggs, Transport Issues
The Committee stated that the issue raised in the first statement regarding the potential removal of bus lane at Hambrook near the M32 as part of a trial by South Gloucestershire Council to improve air quality raised a concern regarding an impact on bus service reliability at a time when the Combined Authority and all West of England authorities should be taking all possible action to promote bus and public transport use. The Committee therefore asked for reassurance that all authorities have been appropriately involved in discussions on this
Page 131 matter. 6 Chair's business / announcements The Chair informed the meeting that Mayor Bowles had put forward a motion to the WECA Committee on Friday 19 July 2019 calling on the Combined Authority to declare a climate emergency. The wording of the motion had been circulated to the WECA Overview & Scrutiny Committee in advance of the meeting.
The following comments were made:
The Committee asked whether there was an accompanying action plan i.e. how would progress be monitored. In response the Chief Executive stated that all actions are monitored through WECA’s Business Plan. Each specific project had actions regarding the delivery of that scheme; Every decision should be assessed against the climate emergency and carbon neutral target. Every project should contribute towards reducing the 2030 carbon neutral goal with the possibility of scrapping projects that did not meet the criteria. Each project could be listed with a ‘plus’ or ‘minus’ score; It was not clear whether the West of England was the first Combined Authority to move such a motion and the Chief Executive would investigate further; As different declarations had been made in different local authorities (Bristol City Council’s for instance spoke about Scope 1 2 & 3) the Committee expected the Mayors and Leaders to reach common ground on the issue; The Committee also requested that specific plans be brought back within six months and a regular progress report be brought to this Committee; The Committee asked that its comments be passed to the WECA Committee meeting on Friday 19 July 2019;
Agreed: That, while broadly welcoming the motion submitted by Mayor Bowles calling on the Combined Authority to declare a climate emergency at the WECA Committee meeting, the additional comments made be passed onto the WECA Committee ahead of its decision making. 7 Review of 19 July WECA Committee & Joint Committee reports The Committee considered the reports being submitted for endorsement at the WECA Committee and Joint Committee meeting on 19 July 2019 and made comments thereon. The main points raised are set out below:
WECA Committee Agenda:
Item 11 - Combined Authority Governance & Constitution
The WECA Committee was due to consider proposed changes to Combined Authority governance and constitution. There would be an overall reduction in the number of meetings with four boards, the LEP Board and the WECA Overview & Scrutiny Committee all advising the main Committees. The following comments were made:
Although broadly welcoming the governance proposals. the Committee expressed concern regarding late amendments sometimes made at the WECA Committee meetings, including at the last WECA Committee regarding Yate Park & Ride site, as this did not allow any proper pre-scrutiny; There was also concern regarding the public speaking arrangements with no changes proposed regarding allowing supplementary questions at the WECA Committee; Comments were also made regarding the call-in procedure and how such a ‘call-in’ was deemed ‘reasonable’; No special urgency arrangements had yet been invoked;
Page 132 It was also mentioned in regards to the pay policy that WECA’s pay ratio was around 7:1. This was welcomed by Members;
Item 12 – Combined Authority and Mayoral budget outturn – April - May 2019
The WECA Committee was due to consider the forecast revenue and capital financial outturn budget monitoring information for the Combined Authority and the Mayoral budget for the financial year 2019/20 based on actual data for the period April 2019 to May 2019. The following comments were made:
Malcolm Coe, Director of Finance stated that due to Treasury Management the Combined Authority’s income had been higher than anticipated but as that function was moving in-house a small number of extra staff would now be needed; The AEB Budget had been fixed but a marker had been put down for future years, a situation that had also happened at other Combined Authorities; It was confirmed that there were no building society holdings and mainly short term investments had been made with local authorities. Other options were always considered but safety ratings were the guiding principle;
Item 13 – Integrated ticketing – Future work
The Combined Authority would receive a report on the proposed next stages of the Integrated Ticketing project. The report asked the committee to note the proposed initial drawdown of £300k to progress with the phase 1 officer support / potential external consultancy support, and delegate approval of the detail of the award through a Feasibility and Development funding application to the West of England Combined Authority Chief Executive in consultation with the West of England Chief Executives.
The report also sought agreement for the Combined Authority’s Section 73 officer to lease equipment to small bus operators at less than the market rate as set out in the contactless upgrade Full Business Case and subject to state aid regulation compliance. The following comments were made:
As London was ahead in the integrated ticketing was the West of England trying to emulate this? In response it was noted that although First Bus was by far the biggest operator in the region a number of other private operators would need to come on board with the scheme and this would have to be done through negotiation; What equipment would smaller bus operators need? In response to this question it was stated that the main equipment was smart/bank card readers and the technology existed already. However, it could not be enforced on any company unless the government passed legislation. Transport for London integrated ticketing was moving into the surrounding suburban areas outside London; The Authority had to act within the constraints of the Bus Act 2017 so the option was to persuade smaller operators that it was worth their while to join-up with any system (such as by potentially seeing an increase in their passenger numbers); It was stated however, that types of integrated tickets already existed locally such as the GWR Freedom Pass. However, this wasn’t widely advertised; It was also mentioned that any system would have to be mindful of equalities duties and capture those without bank accounts or access to technology; The Committee stated that it was supportive of the smart ticketing/integrated ticketing initiative but it was important that the scheme was marketed properly;
Item 14 – Bus Infrastructure Delivery Update
Page 133 The WECA Committee would receive a report seeking an in-principle agreement for the recruitment of a project management post to support the delivery of the bus infrastructure and complementary schemes. The report also provided an update for members on progress with the West of England bus strategy and the proposed next stages related specifically to bus infrastructure. The following comments were made:
A trend had seen more bus services coming into the City Centre and fewer cross-city services. It was noted that overall patronage was rising in the region in contrast to some other areas of the country; A concern was raised at the amount of time taken at each bus stop. Others were not content about having to use smart cards. It was noted that boarding times had been shown as reducing significantly as there was now far less discussion needed with drivers, for example the First Bus MTicket App helped to reduce customer boarding time. The Real Time Passenger Information (RTPI) system would make use if existing technology. It was pointed out that European buses had different exit and entrance points which speeded up boarding and that this should be taken into account when designing new buses; A bus programme board would keep track of and integrate the large number of projects. Discussions with BCC regarding train and bus integration were also taking place;
[Councillor Allinson left the meeting at this point]
Item 15 – Investment Fund
The WECA Committee was being asked to note a four-year prioritised Investment Programme for the period up to March 2023. The report was also seeing approval for Investment Fund feasibility, development and delivery funding, and for change requests for schemes within the current approved programme.
Part of the proposal was to award an additional £1.3m to progress Mass Transit development. It was confirmed that this was for the development of the strategic outline business case to show that the plan was feasible and part of a standard process of any transport scheme. It was possible that the ‘green light’ given to progress the scheme could be given in around 3-4 years. A document that set out the various stages could be circulated; A question was raised regarding strategic Park and Ride sites and how these were prioritised? It was replied that this was all within the Joint Spatial Plan and the underpinning JLTP which set out the key priorities (M32, A38 north/south, etc) but that each individual scheme would have to go through the normal prioritisation process; No joint statement had been made on the Bristol Airport planning application received by North Somerset Council although long term improvements to the public transport network was a priority;
Item 16 – Employment and Skills Plan
The WECA Committee would receive a report providing an overview of the Employment and Skills Plan and the process that had taken place to support its development, and seeking approval of the Plan. The following comments were made:
The Committee would like to see more robust SMART targets/indicators being set so that progress could be measured. It was confirmed that a wide range of partners had been consulted on the Plan and although a number of comments were received the Authority had hoped for a few more;
Page 134 Item 17 – Business Plan 2019/20 – Quarter 1 Progress Report
The WECA Committee would receive a report providing an update on progress in delivering the West of England Combined Authority business plan for 2019/20 during quarter one (April – June 2019). The following comments were made:
The committee would liked to have seen a RAG rating system so that scheme progress could be tracked. It was noted that this would be in the end of year report. An update to the next informal meeting was requested.
The WECA Overview & Scrutiny Committee also considered the reports being submitted to the Joint Committee on 19 July 2019. No comments were made.
Agreed: That the WECA Overview & Scrutiny Committee’s comments on the WECA Committee and Joint Committee reports be formally submitted to the WECA Committee and Joint Committee as part of those Committees’ decision making process through the Chair’s report to those meetings. 8 Overview & Scrutiny work programme & agenda setting The Committee discussed its work programme. Formal meetings would continue to be held just before the main Committee meetings.
A query was raised regarding how the WECA Overview & Scrutiny meeting could take a more active role in scrutinise LEP Board activities. It was replied that the Committee’s role included scrutiny of the LEP Board and the four new boards minutes would be submitted to the main Committee meetings. Wednesday, 2 October 2019, 10.00 am, Council Chamber, Guild Hall, Bath
Page 135 Agenda Item 13
OSMB – Corporate Performance Report Q2 2019/20
Overview & Scrutiny Management Board 18 December 2019
Report of: Head of Insight, Performance & Intelligence
Title: Corporate Performance Report Q2 2019-20
Ward: All
Officer Presenting Report: Nick Smith
Contact Telephone Number: 0117 9220000
Recommendation:
That OSMB note the progress made by all directorates against their Key Performance Indicators (KPIs) and project measures for Q2 2019/20 (Appendix A1) – designed around the themes in the Corporate Strategy and Business Plans.
The significant issues in the report are:
Contained within the suite of KPIs designed to show progress towards the objectives set out in the Corporate Strategy and Business Plan for 2019-20.
Indicators are RAG rated alongside management comments indicating progress of actions underway or planned to bring performance in line with target.
Page 136 OSMB – Corporate Performance Report Q2 2019/20
1. Summary
The appendix A1 contains the set of quarterly performance indicators for this quarter, focused on the corporate Business Plan outcomes plus annual indicators that fall due or where the narrative is notable or suggests delivery is in exception. This is the high level, Council-wide product designed for senior officers and sharing with cabinet leads and scrutiny.
This report, with its focus on the Business Plan themes, is complemented by a more detailed set of KPIs relevant to each directorate as defined with management teams. These are shared with cabinet leads and directorate scrutiny commissions.
2. Context
Performance summary:
Taking the 50 available KPI results this quarter, • 33.3% (16 of 48) of those with established targets are performing on or above target • 41.5% (17 of 41) of those with a direct comparison from 12 months ago have improved.
Q2 is not a full reflection of corporate performance as almost half the measures do not have any Q2 data due. For comparison though, 2018 Q2 results showed 36% of KPI’s on or above target and 55% improving.
A selection of the most notable performance highlights are displayed on the one page summary by theme.
Corporate Strategy Themes:
Empowering & Caring:
Permanent admissions to residential care are improving compared to this time last year however remain below target. The Better Lives Programme continues to deliver improvements to the service resulting in reductions in the number of new admissions. Quarterly improvements are also being reported in the number of people contacting Adult Social Care and receive Tiers 1 & 2 services and are forecast to continue on this improvement trajectory although Q2 performance remains below target.
Improvements in preventing homelessness continue to report positive impacts, however with increasing numbers of people presenting as homeless there is increased use of temporary accommodation resulting in KPI’s reporting below target performance.
Fair & Inclusive:
The SEND service has well publicised challenges in meeting processing targets for Educational Health Care Plans; however a restructure of the service during Q2 and the introduction of additional resources starting in Q3 suggest a forecast of improved performance moving forward.
The % of young people who are Not in Education Employment & Training, or are destination unknown, has improved since this time last year, and shows continuing signs of improvement; however it remains below target.
Page 137 OSMB – Corporate Performance Report Q2 2019/20
The project to increase apprenticeships within BCC has exceeded expectations, and is now also above target for apprenticeships from priority groups. The Apprenticeship Diversity Hub is further reinforcing the Council's reputation and there will be further promotional activity over the next 6 months in the lead up to National Apprenticeship Week.
Affordable housing delivery is now slightly below the expected position for this period.
Wellbeing:
The proportion of Bristol Year 6 pupils (10-11yr olds) with excess weight is now significantly lower than the England average. The number of attendances at BCC leisure centres and swimming pools has dropped since last year, however the service is working to address this and meet the target set.
The Bristol Intermediate Care project has identified a shortfall in intermediate care and home care provision and highlighted the investment needed to change this. Levels of Delayed Transfers of Care (DTOC), where patients are kept in hospital longer than required medically, remain high due to this shortfall.
Bristol continues to be one of the best performing English cities for household waste recycling, despite seeing a drop since this time last year.
The figure for new electric and hybrid vehicle registrations is well below target; however further investment in charging infrastructure is expected to support an improvement in future. Fleet Services remain committed to achieving an overall target of 10% of the fleet being electric and have identified further infrastructure needs at council sites to achieve this, although this may take beyond the current year to implement.
Well Connected:
The number of adults in low paid work and receiving benefits who are accessing in-work support has increased significantly, due to growth in the Future Bright and Get Well - Get On programmes.
The number of people able to access care and support through the use of adaptive technology is slightly below target but is expected to pick back up in Q3.
Public transport measures are still slightly below target, although more Park & Ride journeys have been made compared to Q2 last year.
Organisational Priorities:
The introduction of a new electronic case management system in Q2 is designed to improve the number of Freedom of Information requests and complaints responded to within target timescales. Whilst current performance is well below target it is forecast this will improve as staff become familiar with the new system.
Finance KPIs are below target for Q2, but latest position shows confidence in targets being met at year-end on the collection KPI’s. Sickness absence figures are below target overall, but are improved on this time last year.
For all themes, attention is drawn to the commentaries on annual indicators where the service has indicated exception in delivery, and/or details of plans and activities underway.
Page 138 OSMB – Corporate Performance Report Q2 2019/20
3. Policy
All BCP PIs contained within Appendix A1 are designed to demonstrate our progress towards the Corporate Strategy (2018/23).
4. Consultation
Performance progress has been presented to relevant officer meetings and Cabinet Leads prior to the production of this report.
5. Public Sector Equality Duties
5a) Before making a decision, section 149 Equality Act 2010 requires that each decision-maker considers the need to promote equality for persons with the following “protected characteristics”: age, disability, gender reassignment, pregnancy and maternity, race, religion or belief, sex, sexual orientation. Each decision-maker must, therefore, have due regard to the need to:
i) Eliminate discrimination, harassment, victimisation and any other conduct prohibited under the Equality Act 2010.
ii) Advance equality of opportunity between persons who share a relevant protected characteristic and those who do not share it. This involves having due regard, in particular, to the need to --
- remove or minimise disadvantage suffered by persons who share a relevant protected characteristic;
- take steps to meet the needs of persons who share a relevant protected characteristic that are different from the needs of people who do not share it (in relation to disabled people, this includes, in particular, steps to take account of disabled persons' disabilities);
- encourage persons who share a protected characteristic to participate in public life or in any other activity in which participation by such persons is disproportionately low.
iii) Foster good relations between persons who share a relevant protected characteristic and those who do not share it. This involves having due regard, in particular, to the need to – - tackle prejudice; and - promote understanding.
5b) Where possible, the KPI set has been designed to enable differential impacts to be understood and incorporated into service plans as part of the equalities impact assessment process.
Appendices: Appendix A1: Performance Progress Update (Q2 2019/20)
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 Background Papers: None
Page 139
BRISTOL CITY COUNCIL – Q2 2019/20 Performance Summary
EMPOWERING & CARING Title Target status FAIR & INCLUSIVE BCP222: Increase the take-up of free early educational entitlement by Title Target status Below BCP263a: Reduce the % of young people of academic age 16 to 17 years eligible 2 year olds Well Below BCP276a: Reduce the permanent admissions aged 65+ to residential and who are NEET & destination unknown Well below BCP227: Percentage of Final Education Health Care Plans issued within nursing care, per 100,000 population Well Below BCP280: Increase the % of people who contact Adult Social Care and then 20 weeks including exception cases Well below BCP230a: KS2 - Increase the % of pupils achieving the expected standard receive Tiers 1 & 2 services Above BCP352b: Reduce number of people sleeping rough on a single night in in reading, writing and maths Below BCP261b: Increase the % of BCC apprentices starting apprenticeship Bristol – BCC quarterly Count Above BCP356: Reduce the number of households who were in Temporary training from priority groups Below Accommodation for more than 6 months BCP425: Increase the number of affordable homes delivered in Bristol Below
OVERALL SUMMARY (of BCPs reported this quarter)
Page 140 Page 33.3% PIs On or WELLBEING WELL CONNECTED
Title Target status above target Title Target status
BCP249: Prevalence of child excess weight in 10-11 year-olds Above BCP268: Increase the number of adults in low pay work & receiving 41.5% PIs improving Well Above BCP253: Increase the number of attendances at BCC leisure centres and benefits accessing in-work support Below BCP308: Increase the number of people able to access care and support swimming pools Below BCP279: Improve the monthly Delayed Transfers of Care for BCC through the use of adaptive technology Well below (Delayed Days per 100,000 population) BCP474: Increase the number of single journeys on Park & Ride into Below BCP433: Reduce the total CO2 emissions in Bristol City (k tonnes) Above Bristol BCP513: Increase the number of new electric and hybrid vehicle BCP475 Increase the number of passenger journeys on buses Below Well below registration
WORKPLACE ORGANISATIONAL PRIORITIES Title Target status BCP531: Increase % of all Corporate Plan PIs on target Well below BCP327: % Corporate FOI requests responded to within 20 working days Well below BCP518: Increase % of stage 1 non-statutory complaints responded to Well below within 15 days BCP502: Increase the percentage of invoices paid on time (BCC) Below BCP522: Reduce the average number of working days lost to sickness Below Appendix A1 OVERVIEW AND SCRUTINY MANAGEMENT BOARD - Quarter 2 (1st April - 30 September '19) Performance Progress Report
Comparison Corp Plan 2018/19 2019/20 Code Title +/- Q1 Progress Q2 Progress over last 12 Officer Notes Directorate KC ref Outturn Target months 2019/20 Corporate Plan: Empowering & Caring
During this period, 19 children came into care because of neglect/abuse predominantly as result of a court decision and often as part of a larger sibling group where neglect/abuse has not diminished as a result of Reduce the number of adolescents (aged 13-17) who need to enter EC1 BCP212 - 27 24 8 19 work with the family. The decision to seek a Care Order for any child is subject to scrutiny and challenge PE care due to abuse or exploitation from the Senior Leadership Team. Legal Advice is sought and wherever possible, family solutions are identified.
Data not Data not EC1 BCP214 Increase the % of child referred who are seen promptly + n/a 90.0% n/a This is a new performance measure and work is progessing to report progress for this in Q3 PE entered entered 87 outcome plans evidence the achievement of agreed outcomes. The outcomes are now embedded in the Increase the percentage of Family Outcome Plans where agreed Establish EC1 BCP219 + n/a 30.4% 39.0% n/a children's recording system (Early Help). We anticipate improved recording and therefore improved PE outcomes were achieved baseline reliability of reports on outcomes achieved.
The 2019/20 progress reports the 2018/19 financial year, as published by the DfE. The uptake of the Free Increase the take-up of free early educational entitlement by eligible Early Education offer for Eligible two year olds is in decline nationally and Bristol is no exception, with a EC1 BCP222 + 68.0% 70.0% n/a 64.0% PE 2 year olds drop of 6% in 2018/19. An analysis has been undertaken by the Early Years Services and processes are now in place to support families in the application process. As a result the percentage is beginning to increase.
Reduce the number of people sleeping rough on a single night in The annual count is generally done during November and will be reported at Q3. There are in-year quarterly EC2 BCP352a - 82 70 n/a n/a n/a G&R Bristol - Annual Count counts which are reported below at BCP352b. Page 141 Page This figure is an average of two separately quarterly counts which took place during July and September. The figures for each of these counts were 130 and 103 respectively. Levels of rough sleeping tend to be higher than when the winter shelters are open. St Anne's Winter Shelter opened again on 1st October and this should have an impact on next quarter's count. We are still hopeful of developing an additional night Reduce the number of people sleeping rough on a single night in shelter in 2020. The Rapid Rehousing Pathway has achieved outcomes for 143 people who have been EC2 BCP352b - 72 60 106 117 G&R Bristol - BCC quarterly Count placed in temporary, emergency or long-term accommodation or reconnected to accommodation in an area where they have a local connection. We are assured by MHCLG that funding for the service will continue for next year. It is likely that the Outreach team will have contact with 1,200 to 1,300 people this year and this is largely a result of the lack of affordable housing in the city and the impact of Welfare Benefit Reforms.
Increase the number of households where homelessness is Performance of the Housing Options Service is on track to meet target. We increased the number of EC2 BCP353 + n/a 1,000 268 567 n/a G&R prevented successful preventions compared to Q1. This is a new measure for 2019 so no trend is available.
The number of households in temporary accommodation (TA) for more than 6 months has increased. We Reduce the number of households who were in Temporary EC2 BCP356 - 279 260 255 278 have Move-On team officers vacancies which are in the process of being recruited to. Whilst this happens G&R Accommodation for more than 6 months some of the team activities are being covered by the service but not the full range of interventions.
The number of households in temporary accommodation (TA) has increased since the previous quarter. We have improved our prevention of homelessness this quarter, however, the number of households who are EC2 BCP357 Reduce the number of households in temporary accommodation - 524 500 513 545 G&R presenting as homeless or threatened with homelessness is increasing and up by 15% compared with 18/19. This is driving the increase in use of Temporary Accommodation.
For July to September 1,101 out of 179,487 (59,829 x3) There has been a small increase in the number of placements in Q2 which has taken us above target. After detailed analysis we have found the main reason Reduce the permanent admissions aged 65+ to residential and for this is that there has been less turnover than usual meaning that there have been few exits in this EC3 BCP276a - 570 550 603.4 613.4 PE nursing care, per 100,000 population period. The number of new placements is only slightly higher than q1 due to high no of admissions to hospital. Through Better Lives we have continued plans to avoid admissions to care homes through increased Reablement provision and Extra Care Housing. Comparison Corp Plan 2018/19 2019/20 Code Title +/- Q1 Progress Q2 Progress over last 12 Officer Notes Directorate KC ref Outturn Target months
Although this data is taken from the annual survey and therefore we cannot track progress on a quarterly basis we do have outcomes within the Better Lives programme to ensure we are improving in this area. Percentage of adult social care service users, who feel that they This includes the basic principle of ensuring that people remain as independent as possible in their own EC3 BCP277 + 77.70% 78.00% n/a n/a n/a PE have control over their daily life homes through the investment in tier 2 services to support them and avoiding admissions to care homes. Also through more outcomes based support planning that is focussed on the individual and the promotion of Direct Payments which are above national average and plans to implement Individual Service Funds.
This performance indicator has a 3 month data lag and reports the 2019/20 Qtr 1 performance, which is % of older people at home 91 days after discharge from hospital into EC3 BCP278 + 86.1% 88.0% 88.2% currently on or just above target. Of those not at home 91 days following discharge the majority had died, PE reablement/rehabilitation * showing the increasing frailty of the people receiving a service.
This has increased by 2.3% since last quarter as we continue to increase the level of tier 1/2 support for Increase the % of people who contact Adult Social Care and then people. We set an ambitious target of 60% and continue to work to achieve this through further work we EC3 BCP280 + 47.4% 60.0% 50.5% 52.8% PE receive Tiers 1 & 2 services are doing on developing community assets and expansion of tier 2 reablement services.For July to September, 482 T1 / T2 outcomes / 913 total outcomes
Increase the number of disabled people enabled to live more EC3 BCP307 + 3,370 3,400 1,020 1,545 Performance on target for Q2. G&R independently through home adaptations Increase % respondents who volunteer or help out in their The Quality of Life (QoL) survey ran in Autumn 2019. Headline results will be issued via the QoL Priority EC4 BCP312 + 67.8% 69.0% n/a n/a n/a RE community at least 3 times a year (QoL) Indicators briefing report in Jan 2020 followed by full results in March. Reduce the percentage of people who lack the information to get The Quality of Life (QoL) survey ran in Autumn 2019. Headline results will be issued via the QoL Priority EC4 BCP314 - 28.6% 28.0% n/a n/a n/a RE involved in their community (QoL) Indicators briefing report in Jan 2020 followed by full results in March. 2019/20 Corporate Plan: Fair & Inclusive
Increase the number of private sector dwellings returned into Page 142 Page FI1 BCP310 + 537 490 167 355 Performance is well ahead of target for Q2, however performance is likely to slow down in Q3 and Q4. G&R occupation
The figure reported is 2 affordable homes less than projected for this quarter as the East Street scheme has FI1 BCP425 Increase the number of affordable homes delivered in Bristol + 260 440 41 148 G&R been delivered as private rent rather than affordable rent.
This measure is calculated annually and generally reported at q2 of the following year. It is therefore FI1 BCP430a Increase the number of new homes to meet the corporate target + 1,498 2,000 n/a n/a n/a G&R anticipated that the number of new homes for 2019/20 will be reported after September 2020
This indicator covers the previous year, showing the most recent quarter and the previous 3 quarters combined (so Q2 shows Oct 2018 to Sept 2019). During this year, 234 EHCPs were completed, but only 1 was done within the required timescale. For Q2 itself, 137 EHCPs were completed (with 1 being on time) compared to 36 EHCPs completed in Q1 itself (with 0 on time), showing that there has started to be an increase in the volume of Plans processed. [Note - this comment has been updated following People Scrutiny mtg in Nov to provide further clarity on Percentage of Final Education Health Care Plans issued within 20 FI2 BCP227 + 7.0% 61.3% 2.3% 0.4% the total numbers processed each Quarter] PE weeks including exception cases Overall, issues have been due to staffing shortages within the SEND team, an increase in statutory assessment requests (nationally as well as in Bristol) and resourcing issues causing other professionals to be unable to provide their assessment reports on time. SEND resourcing issues are currently being addressed; The SEND Team has now been restructured, with additional posts due to be filled before the end of 2019. New working practices have been designed to improve the quality of service to families and young people, and improve performance within statutory timescales.
KS2 - Increase the % of pupils achieving the expected standard in Provisional data indicates that 64.2% of pupils achieved the expected standard in reading, writing and FI2 BCP230a + 63.0% 64.0% n/a 64.2% PE reading, writing and maths Mathematics which is above target. This figure is subject to revision during the national validation process. Provisional data indicates that 48.9% of disadvantaged pupils achieved the expected standard in reading, KS2 - increase the % of disadvantaged pupils, at KS2, achieving the FI2 BCP230b + 49% 50% n/a 49.0% writing and Mathematics which is slightly below target. This figure is subject to revision during the national PE expected standard in RWM validation process. Provisional national data indicates that Bristol attainment 8 is 45.3 points. This is slightly below the Bristol FI2 BCP231a Key Stage 4: Improve the Average Attainment 8 score per pupil + 45.5 points 47.0 points n/a 45.3 points PE average in the previous year (45.54 points) Key Stage 4: Attainment 8 - Reduce the Points gap between the Provisional GCSE data was published in October, final data issued alongside performance tables in January FI2 BCP231d - 16.2 points 15.0 points n/a 16.4 points PE Disadvantaged and Non-Disadvantaged 2020 An Attendance Strategy Manager post has been created and appointed. The attendance toolkit has been FI2 BCP245 Improve the level of Bristol Schools' pupil attendance + 94.7% 95.2% n/a n/a n/a launched to support schools with tackling attendance. School attendance network meetings are also in PE place for each locality to build the capacity of attendance leads in schools. Comparison Corp Plan 2018/19 2019/20 Code Title +/- Q1 Progress Q2 Progress over last 12 Officer Notes Directorate KC ref Outturn Target months
This performance indicator captures the Education, Employment and Training (EET) status of young people who have previously been in care (recorded on or around their Birthday). The way in which the measure is taken (a national requirement) means there is a 3 month lag in data reporting. There were 397 eligible care leavers on 30/06/2019. Of these, 249 were in education, employment or training within their statutory birthday contact period. Performance is greatly improved when compared to Q1 2018, which was 57%. Performance is top quartile when compared with other local authorities. The Improve the % of 17 - 21 year old care leavers in EET (statutory performance target reflects our ambition and is therefore a stretch target. This means that whilst FI3 BCP218 + 65% 65% 63% PE return - recorded around birthday)* performance is slightly below target, performance is still relatively good. There is a constant focus on ensuring young people are supported to achieve their ambitions in education, training and employment and to ensure this is recorded. Bristol's social impact bond delivers specialist support to young people and is delivered in partnership with 1,625 Independent People (Reboot). Workers are embedded in our Through Care Teams and regular events enable young people and Leaving Care Personal Advisers to maximise opportunities for EET. The number of young people allocated to each Personal Adviser is monitored to ensure there is adequate time to provide meaningful support to every young person.
Starts during quarter matched plan and some completions did not come through on time. There are 36 Increase the total number of apprentices employed by Bristol City starts on programme due at present during quarter 3 and we expect additional opportunities to arise in FI3 BCP261a + 184 214 176 241 PE Council next month and thereafter a seasonal lull and a series of up to 47 programme completions. Likely year end outcome will be in excess of Public Sector Duty requirement
Over 50% of new entrant apprentice starters are recruited from priority groups and we are experiencing a similarly high percentage of applicants from these groups when we advertise. The Apprenticeship Diversity Increase the % of BCC apprentices starting apprenticeship training FI3 BCP261b + 29.3% 31.0% 29.0% 32.3% Hub is further reinforcing the Council's reputation and we are planning further community-led promotional PE from priority groups activity over next 6-months in lead up to National Apprenticeship Week. This figure excludes young people
Page 143 Page aged 16 to 18 and we will review this as part fo a joint initiative with HR and LGA to review BCC processes.
This is the current performance data for young people who are Not in Education, Employment and Training (NEET), or their status is unknown; it is an improvement of 2.5% from last year at this time. This quarter includes the transition period of leaving school and starting post 16 provision, so always sees an increase, we do not receive all the data on enrolments until the end of October in line with the DfE statutory Reduce the % of young people of academic age 16 to 17 years who requirements. The months of July/August/September are very busy as we focus on capturing the FI3 BCP263a - 7.7% 6.5% 7.3% 10.1% PE are NEET & destination unknown predicted September guarantee information for the whole cohort. Predictions are that this data will reduce over the next quarter as we receive the data from the providers as we have continued to nurture positive partnerships with them to improve post 16 provision performance across the city. NEET and Not known Young people are being referred to Targeted Youth Support in a more timely manner with young people receiving support with Employment, Education and Training progression.
Whilst there has been growth in the rate from the previous quarter, due to the accuracy of the data, +/- 2%, FI3 BCP267 Improve the overall employment rate of working age population + 76.6% 76.6% 77.1% 77.6% PE it is difficult to draw accurate conclusions.
In Q2, we have seen a real success in applicants from under represented groups apply and undertake work experience within the Council (39). Alongside this, we continue to have success in the career coach programme for children in care (26) and the apprenticeship diversity hub pilot projects (75). During this quarter 5 people have subsequently been offered paid employment and apprenticeships FI3 BCP270 Increase experience of work opportunities for priority groups + n/a 2,750 340 996 n/a following the success of one of the diversity hub projects. WORKS experience of work offer has been taken PE up by 516 young people. The increase in numbers was predominatly due to aspirational activity scheduled prior to the summer holidays. We have conducted all planning meetings with schools to ensure activity is underway for next quarter in all schools. We do anticipate much of the work to be specifically tailored to small group sessions with the addition of opportunity of Bristol Works for Everyone element.
Increase the percentage of people who feel they belong to their The Quality of Life (QoL) survey ran in Autumn 2019. Headline results will be issued via the QoL Priority FI4 BCP324 + 59.4% 59.4% n/a n/a n/a RE neighbourhood (QoL) Indicators briefing report in Jan 2020 followed by full results in March. Reduce the percentage of people who have noted “mainly negative The Quality of Life (QoL) survey ran in Autumn 2019. Headline results will be issued via the QoL Priority FI4 BCP327 - 28.0% 27.0% n/a n/a n/a RE effects” from gentrification (QoL) Indicators briefing report in Jan 2020 followed by full results in March. Comparison Corp Plan 2018/19 2019/20 Code Title +/- Q1 Progress Q2 Progress over last 12 Officer Notes Directorate KC ref Outturn Target months 2019/20 Corporate Plan: Wellbeing
The results of the NCMP programme for the school year 18/19 were reported in October 2019. The proportion of Year 6 pupils (10-11yr olds) with excess weight in Bristol schools was 31.3% in , lower than the England average (34.3%) by a statistically significant margin. 18.2% of 10-11 year olds were classed as obese , also significantly lower than the national average prevalence (20.2%).After rising for many years, between 2015/16 and 2018/19 the prevalence of excess weight in year 6 pupils in Bristol, declined by a W1 BCP249 Prevalence of child excess weight in 10-11 year-olds - 34.5% 34.0% n/a 31.3% statistically significant margin to the lowest level observed since 2006/07. Measurement coverage in Bristol PE schools in 2006/07, the first year of the NCMP programme, was very poor and may well mean that the result for that year cannot be compared to other years of the programme when coverage has been much higher and provided more robust comparisons. Bristol schools in 2018/19 had the lowest year 6 prevalence of excess weight of any of the 8 Core Cities comparator group, by a statistically significant margin, and the lowest prevalence of obesity in year 6.
Reduce the percentage of people in Bristol who report below The Quality of Life (QoL) survey ran in Autumn 2019. Headline results will be issued via the QoL Priority W1 BCP250 - 19.7% 19.6% n/a n/a n/a PE national average Mental Wellbeing (QoL) Indicators briefing report in Jan 2020 followed by full results in March.
This remains an area of concern. Public Health is working with the CCG and the hospital trust to review Reduce the rate of alcohol-related hospital admissions per 100,000 the available data on the pattern and reason for admission. This will enable more targeted and informed W1 BCP251 - 839 839 856 881 PE population preventative action. Hospital admissions is one indicator and we will also be looking at presentations at A+E; alcohol in relation to anti-social behaviour and violence. Increase % of people living in the most deprived areas who do The Quality of Life (QoL) survey ran in Autumn 2019. Headline results will be issued via the QoL Priority W1 BCP255 + 56.4% 56.9% n/a n/a n/a PE enough regular exercise each week (QoL) Indicators briefing report in Jan 2020 followed by full results in March.
For August 874 DToCs / 18+ Population of 365,292. DTOC levels remain high due to an undersupply in Intermediate care (Home First and reablement) and Improve the monthly Delayed Transfers of Care for BCC (Delayed W1 BCP279 - 187.8 187 201.2 239.3 general lack of Home Care capacity. This is impacting on flow . The Bristol Intermediate Care project has PE Page 144 Page Days per 100,000 population) identified the shortfall in provision required and the investment needed to change the DTOC position. The Corporate Leadership Board have been made aware have requested more information. Increase the percentage of residents visiting a park or open space at The Quality of Life (QoL) survey ran in Autumn 2019. Headline results will be issued via the QoL Priority W2 BCP333 + 49.7% 51.0% n/a n/a n/a G&R least once a week (QoL) Indicators briefing report in Jan 2020 followed by full results in March. 1,547 1,497 1,491 This measure is reported at around 18 months after the end of the calendar year so the 2019/20 reported W2 BCP433 Reduce the total CO2 emissions in Bristol City (k tonnes) - n/a G&R K Tonnes K Tonnes K Tonnes figure is for the calendar year 2017. On track for the target in place at that time.
This indicator is based on Public Health England data and calculations. These show that for the last year of data (2017) the fraction of deaths attributable to pollution from particulates rose significantly reversing a Reduce the proportion of deaths attributed to particulate air W2 BCP434 - 5.1% 4.3% n/a n/a n/a general downward trend of the previous 5 years. It is based on the fraction of very small particles (<2.5 G&R pollution micro metres) arising from human action. The main sources of this within the city are traffic and combustion. Increase the % of monitoring sites that meet the annual air quality W2 BCP480 - 21.3% 100% n/a n/a n/a This is an annual measure to be reported at year end. In 2018/19 27 sites out of 127 were compliant. G&R target for nitrogen dioxide 6 new Electric Vehicles(EV) have been added to the City Council's fleet, taking the total of EVs & Hybrid vehicles up to 23: • The Enterprise Car Club has 2 electric cars and 1 hybrid car based at Temple Street. • Parking Services has 12 at Days Road, • ICT Services has 1, based at City Hall • The Records Office has 1 at B Bond records office, W2 BCP513 Increase the number of new electric and hybrid vehicle registrations + n/a 26 0 6 n/a RE • Ground maintenance has 1 • Housing responsive repairs has 4 based at Sandy Park • And Sustainable Transport also has 1 At present, there are no further purchases planned for this year as there is a need to increase the Electric Vehicle(EV) infrastructure at council sites, to include additional charge points, before further EVs are added to the City Council's fleet.
Programmes of targeted interventions at local levels are planned for this year in addition to ongoing regular work. It is anticipated that addressing a range of issues such as graffitti, fly-tipping and street litter as part Reduce percentage of people who feel that street litter is a problem of a consolidated/simulaneous programme has a greater, more positive impact overall on a locality. A W2 BCP540 - 82.4% 80.0% n/a n/a n/a G&R in their neighbourhood (QoL) review of waste measures is currently underway following the recent appointment of new strategic and operational BCC client managers, who are working with BWC to ensure accurate and timely reporting is delivered as part of wider contract management.
There has been an increase in the volumes of food waste recycling and some mechanical waste separation Increase the percentage of household waste sent for reuse, recycling W2 BCP541 + 45.70% 50.00% 47.57% 47.00% issues. Performance is slightly lower than the same period in 2018 when 48% was reported. G&R and composting Comparison Corp Plan 2018/19 2019/20 Code Title +/- Q1 Progress Q2 Progress over last 12 Officer Notes Directorate KC ref Outturn Target months W3 BCP225 Increase the percentage of Bristol schools with Breakfast Clubs + 99% 99% n/a n/a n/a PE We are pleased with this increase in Bristol Eating Better award engagement in priority wards, following significant work from Public Health and others in BCC. However, we currently have an issue with staff Increase the number of 'Bristol Eating Better Awards' issued to food W3 BCP257 + n/a 35 n/a 24 n/a resource to coordinate, audit and progress the award across the city. We have recently engaged schools PE outlets in priority wards with applying for the award for lunchtime meal service, so this may help to increase numbers and support meeting targets. Reduce the percentage of households which have experienced The Quality of Life (QoL) survey ran in Autumn 2019. Headline results will be issued via the QoL Priority W3 BCP258 - 7.3% 7.2% n/a n/a n/a PE moderate or worse food insecurity (QoL) Indicators briefing report in Jan 2020 followed by full results in March. Wider economic/market factors give caution to targets (ONS data) Data is released annually with a 2 yr lag W3 BCP334 Reduce the percentage of the population living in Fuel Poverty - 10.8% 10.0% n/a 11.7% G&R i.e 2019 reported figure reflects 2017 data. Increase in gas/electric prices will influence this figure.
SLM facilities are struggling with their overall attendances this year, particularly casual swimming and Increase the number of attendances at BCC leisure centres and lessons, which have had a knock on effect to the reporting. They are looking at new ways of marketing W4 BCP253 + 2,723,628 2,764,482 663,762 1,305,677 PE swimming pools swimming, and working with external partners to turn this around. Jubilee swimming pool figures however have been particularly encouraging so we hope that continues.
Increase the % of adults in deprived areas who play sport at least The Quality of Life (QoL) survey ran in Autumn 2019. Headline results will be issued via the QoL Priority W4 BCP256 + 36.2% 36.7% n/a n/a n/a PE once a week (QoL) Indicators briefing report in Jan 2020 followed by full results in March.
The museums had a very busy summer with high quality exhibitions and events that were popular. Our Aardman Early man exhibition at M Shed is not only busy but has very high satisfaction rate. At Bristol Museum & Art Gallery we had the second of a series of Japanese prints exhibition which drew high Increase the number of visitors to Bristol Museums, Galleries and numbers and we also showed a large Banksy painting which was particularly popular with our national and W4 BCP410 + 1,323,783 1,100,000 277,987 596,063 G&R Archives international visitors. A further positive element of increased visitor numbers is a strong increase in the commercial offer. The Quality of Life (QoL) survey ran in Autumn 2019. Headline results will be issued via the QoL Priority Indicators briefing report in January 2020 followed by a full set of results in March 2020. It is anticipated that this will all be incorporated into Q4 reporting. Page 145 Page Increase the percentage of people who take part in cultural activities The Quality of Life (QoL) survey ran in Autumn 2019. Headline results will be issued via the QoL Priority W4 BCP411 + 45.5% 47.0% n/a n/a n/a G&R at least once a month (QoL) Indicators briefing report in Jan 2020 followed by full results in March. Small to large scale events continue to take place all over the city and are a mixture of free and ticketed Increase the % satisfied (in deprived areas) with the range and activity. The team continue to work closely with key stakeholders including the communities as far ahead as W4 BCP412a + 66.4% 70.0% n/a n/a n/a G&R quality of outdoor events (QoL) possible. The Quality of Life (QoL) survey ran in Autumn 2019. Headline results will be issued via the QoL Priority Indicators briefing report in Jan 2020 followed by full results in March.
Performance is 4.9% above target after a strong summer season; small to large scale events continue to W4 BCP415 Increase the number of tourists to the city + 4,487,329 4,625,000 1,180,697 2,426,671 take place all over the city and are a mixture of free and ticketed activity. Performance is slightly down (- G&R 1.49%) on the same period in 2018/19 when 2,463,379 visits were reported. 2019/20 Corporate Plan: Well Connected Traffic congestion is an ongoing issue and is influenced by a number of issues outside of the council's Reduce the percentage of people saying that traffic congestion is a WC1 BCP470 - 80.2% 79.0% n/a n/a n/a control. Completing schemes such as Temple Circus will enable us to better manage congestion on a daily G&R problem in their area (QoL) basis. Improve journey time reliability during the morning peak travel Establish WC1 BCP471 + 0 n/a n/a n/a There is ongoing work to establish an accurate methodology to measure this consistently. G&R period baseline Although slightly below target overall journeys on park and ride services are up 3.5% on the same time last WC1 BCP474 Increase the number of single journeys on Park & Ride into Bristol + 1,716,174 1,720,000 427,807 841,829 G&R year. Performance is higher compared to the same period last year, up 0.5% from 19.8 million journeys. There is WC1 BCP475 Increase the number of passenger journeys on buses + 42,216,084 43,061,000 9,973,872 19,975,052 also generally a strong increase in bus usage during the third quarter of the year at the start of the new G&R academic year so this should contribute towards bringing future reporting nearer to target. Increase the number of people travelling actively to work by walking Establish WC1 BCP476 + 0 n/a n/a n/a Annual measure, to be reported at Q4 G&R and cycling baseline 27% of learners are engaged on courses which incorporate aims for digital skills development through online learning and use of digital technologies to enhance and support learning. It is intended that building Increase digital skills development of those 19+ with no or few digital skills and online learning into courses will support the public to become more confident in accessing WC2 BCP269 + n/a 25.0% 19.0% 27.0% n/a PE qualifications services and support systems digitally. Enabling them to understand new ways to use the internet and utilise smartphone and tablet resources to improve their skills, access information, find and secure work and access to services.
Increase the number of people able to access care and support Slightly behind target for Q2 which is likely to be as a result of the installer being on leave during the WC2 BCP308 + 568 568 175 263 n/a G&R through the use of adaptive technology summer. Installations should hopefully increase again in Q3. Comparison Corp Plan 2018/19 2019/20 Code Title +/- Q1 Progress Q2 Progress over last 12 Officer Notes Directorate KC ref Outturn Target months Improve the percentage of premises that have access to Ultrafast There is no in-year target as the annual report 'Connecting Nations' will not be published by Ofcom until WC2 BCP436 + 88.4% 89.0% n/a n/a n/a G&R Broadband December 2019. Increase the % of people living in deprived areas who have access to The Quality of Life (QoL) survey ran in Autumn 2019. Headline results will be issued via the QoL Priority WC2 BCP438 + 91.1% 92.0% n/a n/a n/a G&R the internet at home (QoL) Indicators briefing report in Jan 2020 followed by full results in March.
The significant drop in the percentage rate, seen last period was due to a 59% rise in the denominator, (people being counted) between the previous two quarters from 688 to 998. We are still investigating with the Data Team the reasons for this and will report performance when we know the data to be robust. The Increase % of adults with learning difficulties known to social care, new Bristol WORKS for Everyone programme launched in September 2019 and this has generated WC3 BCP266 + 7.1% 8.0% 5.1% n/a n/a PE who are in paid employment significant interest from frontline teams who now not only have programmes but have a website which highlights the employment support options available for people with learning difficulties. Furthermore we have been successful in our WECA funding bid for £1.3m which is dependent upon our bid for £2.4m of ESF funding being approved - (notification will be in December)
This period we have seen steady growth in the Future Bright in work support programme and the Get Well - Increase the number of adults in low pay work & receiving benefits WC3 BCP268 + n/a 314 151 379 n/a Get On programme which focusses on supporting people in work who have mental health of muscle, joint PE accessing in-work support or bone conditions. Increase % of people who see friends and family as much as they The Quality of Life (QoL) survey ran in Autumn 2019. Headline results will be issued via the QoL Priority WC3 BCP323 + 80.4% 80.5% n/a n/a n/a PE want to (QoL) Indicators briefing report in Jan 2020 followed by full results in March.
Our annual outdoor activity including St Pauls Carnival, Balloon Fiesta and Harbour festival have all been Increase the percentage satisfied with the range and quality of popular and attracted positive press coverage. There was a packed series of ticketed third party events on WC4 BCP412 + 76.6% 80.0% n/a n/a n/a G&R outdoor events in Bristol (QoL) BCC land that now a firm favourite for people who enjoy festivals. Continued close working with other departments, highways and PR has helped to maintain high satisfaction.
Increase the percentage of people who feel they can influence local The Quality of Life (QoL) survey ran in Autumn 2019. Headline results will be issued via the QoL Priority WC4 BCP533 + 17.6% 18.0% n/a n/a n/a RE decisions (QoL) Indicators briefing report in Jan 2020 followed by full results in March. Page 146 Page 2019/20 Corporate Plan: Workplace Organisational Priorities
WOP1 BCP523 Maintain appropriate staff turnover - 14.2% 12.5% 12.6% 12.0% Target = 10-15%. Turnover remains stable at 12.0% and below 14.2% for the same time last year. RE The Quality of Life (QoL) survey ran in Autumn 2019. Headline results will be issued via the QoL Priority WOP1 BCP530 Increase the satisfaction of citizens with our services (QoL) + 35.2% 37.0% n/a n/a n/a RE Indicators briefing report in Jan 2020 followed by full results in March. There are 16 Bristol Corporate Plan (BCP) indicators On or Above Target, out of the 48 BCPs with data WOP1 BCP531 Increase the percentage of all Corporate Plan PIs on target + 44.0% 67.0% 39.0% 33.3% n/a (excluding these 2 summary indicators). Q2 is not fully indicative as many performance indicators are RE annual and therefore not included here 17 of the 41 BCP metrics with a direct comparison to the same period last year have improved, with 24 Increase the percentage of all Corporate Plan PIs that are improving WOP1 BCP532 + 62.5% 67.0% 43.8% 41.5% n/a performing worse than Q2 last year. [Note - Q2 is not fully indicative as many performance indicators are RE (over the last year) annual and therefore not included here] Performance has dipped since the implementation of the new system in August 2019. The drop in performance can be attributed to staff getting used to navigating the new system: analysis shows that staff have responded to the request in time, but did not close down the request in the system which is then Increase the percentage of Corporate FOI requests responded to WOP2 BCP517 + 76.5% 90.0% 68.4% 47.3% reflecting as a late response. There have also been some technical issues which are being looked into. The RE within 20 working days Customer Relations team will be working with teams with low performance to further understand the issues, offer training and provide feedback to help teams improve. Performance will be closely monitored over the coming months.
Performance has dipped since the implementation of the new system in August 2019. The drop in performance can be attributed to staff getting used to navigating the new system: analysis shows that staff have responded to the request in time, but did not close down the request in the system which is then Increase the percentage of stage 1 non-statutory complaints that we WOP2 BCP518 + 85.9% 90.0% 74.5% 55.4% reflecting as a late response. There have also been some technical issues which are being looked into. The RE respond to within 15 days Customer Relations team will be working with teams with low performance to further understand the issues, offer training and provide feedback to help teams improve. Performance will be closely monitored over the coming months. Comparison Corp Plan 2018/19 2019/20 Code Title +/- Q1 Progress Q2 Progress over last 12 Officer Notes Directorate KC ref Outturn Target months
This measure is reported annually at year end and will be informed by the annual employee survey. Action planning is underway using the analysis of the last survey: - Staff focus groups have been set up to look at a number of organisation-wide themes that emerged from the employee survey. Increase % of colleagues reporting they have the equipment to do WOP2 BCP521 + 61.0% 65.0% n/a n/a n/a - One of these themes was the physical workplace and workshops have been taking place to identify areas RE their work effectively for action. - The roll-out of Office 365 in 2020 as part of the IT Transformation Programme will provide additional tools and opportunities for more efficient ways of working. A support package of training and guidance will help employees adapt to the new facilities.
This indicator covers a 'rolling year' of the last quarter & previous 3 quarters combined. Sickness in Q2 is slightly above its target of 8.5 days at, 8.57 days. Despite a small rise, sickness remains at its lowest level since Q4 2016/17. We are continuing our work on revising our sickness absence policy to take a holistic approach to health and wellbeing. We are committed to supporting our employees at work WOP3 BCP522 Reduce the average number of working days lost to sickness (BCC) - 9.09 days 8.00 days 8.02 days 8.57 days and our new health and wellbeing plan sets out the actions we will be taking this year to support our RE employees. We have made organisational health and wellbeing one of our major priorities (Organisational Improvement Plan) and in February 2019 we signed the Time to Change employer pledge which shows our commitment to tackling the stigma of mental ill health. Our major focus for the year ahead is ensuring our leaders continue to develop their skills to support those people reporting health and wellbeing concerns.
WOP3 BCP525 Reduce the gender pay gap - 3.99% 3.85% n/a n/a n/a Annual measure, to be reported at Q4 RE
WOP3 BCP526 Reduce the race pay gap - 12.62% 12.25% n/a n/a n/a Annual measure, to be reported at Q4 RE
This measure is reported annually at year end and will be informed by the annual employee survey. Action Page 147 Page planning is underway using the analysis of the last survey: - A refreshed communication strategy and corporate narrative has been developed to provide a consistent way of describing the city and council. This will be used in our communications externally and internally to Increase the % of staff who are "clear about what the council is here WOP3 BCP527 + 76% 80.0% n/a n/a n/a help colleagues understand what the council is here to do and its priorities. RE to do and its priorities" - Directors are holding events to create a shared understanding of what a one-council approach looks like in practice and how we can best work with each other. - Each division has their own local action plan with activities to improve cascade of information and priorities.
The below actions are part of our Organisational Improvement Plan seek to increase the reach and targeting of job adverts to a greater diversity of applicants: - Launched a new online recruitment portal in July 2019 and applicant tracking system with improved communication and user experience for candidates and hiring managers. - We have worked with managers to improve the quality and clarity of job paperwork and advertisements. Increase the percentage of employment offers made to people living WOP3 BCP528 + n/a 6.5% 5.7% 6.2% n/a Introduce adaptable application and assessment processes to suit individual roles. RE in the 10% most deprived areas - Developed our social media presence to attract a wider and more diverse audience for job opportunities. In Q2 2019 6.2% (50) of all jobs offered were to candidates living in the Most Deprived areas of Bristol. 36% (18) of these jobs were in Adult Social Care, with 14% (7) in Homes and Landlord Services, 10% (5) in Commercialisation, and 6% (3) in Transport. 22% (11) of all jobs offered are to employees declared as BAME and 10% (5) disabled.
An additional £27,400 was realised during the second quarter of 2019-20; when added to the additional income already consolidated during 2018-19 contributes to the total reported at q2 this year. There are no Increase annual revenue generated from the council's investment standard in-year quarterly targets for this measure as income is determined by the rent review cycle for the WOP4 BCP428 + £275,243 £120,000 £19,555 £46,955 G&R estate investment estates which is scheduled across the whole year. (The 5-year MTFP target for the period 2018/19-2022/23 was set at £523,00 per annum increase in total rental income; since 2018/19 £600,000+ per annum increase in rental income has already been added).
Overspend of £4.3m forecast at the end of September, predominantly within Adult Social Care, Education Projected forecast outturn as a percentage of approved budget and Facilities Management. This has increased since the end of June. Management actions are expected to WOP4 BCP501a - 99.40% 100.00% 100.80% 101.20% RE (BCC) be taken which will bring this will be in line with available resources by year end. This is monitored on a regular basis by management and reported to Cabinet. Comparison Corp Plan 2018/19 2019/20 Code Title +/- Q1 Progress Q2 Progress over last 12 Officer Notes Directorate KC ref Outturn Target months
Performance has improved compared to the previous fiscal year and we are striving to meet target. Additionally, a reporting framework has been delivered providing a high level analysis of the reasons for WOP4 BCP502 Increase the percentage of invoices paid on time (BCC) + 80.30% 90.00% 82.74% 81.69% late payment with further improvements to these reports in train. Notifications to Budget Managers have RE been implemented but compliance with the purchase order process continues to be an issue across all directorates.
Council Tax collection for September 2019 shows a decrease of £81k on last month’s deficit of £461k. Changes in debit, after billing, fluctuate according to cycles and in particular the end of the student academic year. This will balance itself out over the coming months and there is no concern regarding the reduction and reinstatement of exemptions, at this stage. The introduction of a new online 12 instalment WOP4 BCP503 Maintain the percentage of Council Tax collected + 96.82% 96.82% 27.96% 54.96% RE form at the beginning of the year and the increased use of our other automated online forms has seen a greater number of citizens opting to pay Council tax over 12 instalments and has resulted in Council tax instalments being deferred to February and March 2020. The monthly profile from October 2019 has be altered to reflect this trend. End of year collection target is still expected to be met.
Business Rates collection for September 2019 shows a deficit of £1.05m. Some large assessments have recently been billed or had their payment plan adjusted, with instalments being moved to February and March. Adjusting the in-year target profile for the latter months is being considered and may be adjusted WOP4 BCP504 Increase the percentage of non-domestic rates collected + 98.31% 98.35% 28.38% 56.05% from next month if significant. The collection fund deficit for 19/20 is £1.6m and the majority of the deficit RE is brought forward from previous financial years and the on-going effect of successful appeals or reductions due to significant refurbishment works. Based on collectable business rates, confidence remains that the year-end collection target is achievable.
Increase the percentage of procurement spend with 'Small and WOP4 BCP505 + 5.0% 5.0% n/a n/a n/a RE Medium sized Enterprises' (SME's) Page 148 Page A Commercialisation Development Manager has now been appointed, and remaining permanent appointments to the team will be in place by the end November; we are working on opportunities including Establish WOP4 BCP514 Increase income generation from Commercialisation opportunities + n/a £0 £0 n/a in Fleet, Joinery, Education, Events and Conferences, in addition to exploring opportunities to bring in RE baseline additional funding streams. It is likely that cashable opportunities will not be realised until the latter end of the Financial Year. Progress Key Improvement Key Directorate Well Above Target PE People Direction of travel IMPROVED compared to same period in the Above Target previous year G&R Growth and Regeneation On Target = SAME as previous same period in the previous year RE Resources Below Target Direction of travel WORSENED compared to same period in the Well Below Target previous year
Corporate Strategy - Key Commitments Empowering & Caring EC1 Give our children the best start in life by protecting and developing children’s centre services, being great corporate parents and protecting children from exploitation or harm. EC2 Reduce the overall level of homelessness and rough sleeping, with no-one needing to spend a ‘second night out’. EC3 Provide ‘help to help yourself’ and ‘help when you need it’ through a sustainable, safe and diverse system of social care and safeguarding provision, with a focus on early help and intervention. EC4 Prioritise community development and enable people to support their community. Fair & Inclusive Page 149 Page FI1 Make sure that 2,000 new homes (800 affordable) are built in Bristol each year by 2020. FI2 Improve educational outcomes and reduce educational inequality, whilst ensuring there are enough school places to meet demand and with a transparent admissions process. FI3 Develop a diverse economy that offers opportunity to all and makes quality work experience and apprenticeships available to every young person. FI4 Help develop balanced communities which are inclusive and avoid negative impacts from gentrification. Wellbeing W1 Embed health in all our policies to improve physical and mental health and wellbeing, reducing inequalities and the demand for acute services. W2 Keep Bristol on course to be run entirely on clean energy by 2050 whilst improving our environment to ensure people enjoy cleaner air, cleaner streets and access to parks and green spaces. W3 Tackle food and fuel poverty. W4 Keep Bristol a leading cultural city, helping make culture, sport and play accessible to all. Well-Connected WC1 Improve physical and geographical connectivity; tackling congestion and progressing towards a mass transit system. WC2 Make progress towards being the UK’s best digitally connected city. WC3 Reduce social and economic isolation and help connect people to people, people to jobs and people to opportunity. WC4 Work with cultural partners to involve citizens in the ‘Bristol’ story, giving everyone in the city a stake in our long-term strategies and sense of connection. Workplace Organisational Priorities WOP1 Redesign the council to work effectively as a smaller organisation. WOP2 Equip our colleagues to be as productive and efficient as possible. WOP3 Make sure we have an inclusive, high-performing, healthy and motivated workforce. WOP4 Be responsible financial managers and explore new commercial ideas. Agenda Item 14
Decision Pathway Report
PURPOSE: For reference
MEETING: Cabinet
DATE: 03 December 2019
TITLE Corporate Risk Management Report (CRR) Ward(s) City Wide Author: Jan Cadby Job title: Risk and Insurance Manager Cabinet lead: Councillor Cheney Executive Director lead: Mike Jackson / Denise Murray Proposal origin: BCC Staff Decision maker: Cabinet Member Decision forum: Cabinet Purpose of Report: Managing risks are an integral element to the achievement of the Bristol City Council’s (BCC) Corporate Strategy (CS) deliverables. The report provides an update on work completed to improve risk management at BCC and sets out the council’s current significant risks and summarises progress in managing the risks as at Quarter 2 2019-20. The Q2 Corporate Risk Management Report will be presented to Cabinet in December 2019. The Corporate Risk Report (CRR) is a key document in the council’s approach to the management of risk; it captures strategic risks set out in the Corporate Strategy 2018-2023. It also provides a context through which Directorates construct their own high level risk assessments and is used to inform decision making about business planning, transformation and service delivery. The CRR provides assurance to management and Members that Bristol City Council’s significant risks have been identified and arrangements are in place to manage those risks within the tolerance levels agreed. It should be noted that ‘risk’ by definition includes both threats and opportunities, which is reflected in the CRR. The CRR summary of risks is attached to this report at Appendix A is the latest formal iteration following a review by members of the council’s Corporate Leadership Board (CLB) on October 15th 2019. Evidence Base: The Accounts and Audit Regulations 2015 require the council to have in place effective arrangements for the management of risk. These arrangements are reviewed each year and reported as part of the Annual Governance Statement (AGS). Ensuring that the Service Risk Registers (SRR), Directorate Risk Reports and the Corporate Risk Reports (CRR) are soundly based will help the council to ensure it is anticipating and managing key risks to optimise the achievement of the council’s objectives and prioritise actions for managing those risks. The registers and reports are a management tool. They need regular review to ensure that the occurrence of obstacles or events that may put individual’s safety at harm, impact upon service delivery and the council’s reputation are minimised, opportunities are maximised and when risks happen, they are managed and communicated to minimise the impact. Cabinet Member / Officer Recommendations That Cabinet note the report and progress on embedding Risk Management arrangements within the Council. Corporate Strategy alignment: Managing risks are an integral element to the achievement of the BCC Corporate Strategy (CS) deliverables. City Benefits: Risk Management aims to maximise achievement of the council’s aims and objectives by reducing the risks to those achievements and maximising possible opportunities that arise.
Page 150 1 Version April-2018 Consultation Details:
1. Corporate Risk Report- Summary of Corporate Risks:
The CLB reviewed the CRR in October 2019 and accepts it as a working summary report of the critical and significant risks from the Service Risk Registers. The CRR sets out the significant critical and high rated risks both threats and opportunities. All other business risks reside on the Service Risk Registers and reported in through the Directorate Risk Reports and the Corporate Risk Report. The Corporate Risk Report (CRR) as October 2019 contains: Threat Risks Opportunity Risks External / Contingency Risks 0 critical threats 1 significant opportunity 2 high threats 17 high rated 2 high 0 improving 6 medium 1 medium 0 deteriorating 1 new risk 1 improving 0 closed 3 improving 0 deteriorating 0 deteriorating 0 closed 0 closed
A summary of the progress of new, improving, deteriorating and closed risks for this reporting period are set out below.
There is one new threat risk:
CRR30: Clean Air - Failure to deliver Bristol City Council's wider Clean Air Plan (excluding traffic clean air zone). Communication /engagement with stakeholders do not result in sufficient behavioural change. The risk rating being 3x5= (15) high risk. This risk is managed and monitored within the Growth and Regeneration Service Risk Registers.
There are three improving threat risks:
CRR3: Asbestos - Failure to manage the asbestos management plan for properties. The risk rating being 2x7= (14) high risk. This risk is managed and monitored within the Resources Service Risk Registers.
CRR4: Health, Safety and Wellbeing - If the City Council does not meet its wide range of Health & Safety requirements then there could be a risk to the safety of employees, visitors, contractors, citizens and BCC corporate body. The risk rating being 2x7= (14) high risk. This risk is managed and monitored within the Resources Service Risk Registers.
CRR5: Business Continuity and Council Resilience - If the council has a Business Continuity disruption and is unable to ensure the resilience of key BCC operations and business activities, then the impact of the event may be increased with a greater impact on people and council Services. The risk rating being 2x5= (10) medium risk. This risk is managed and monitored within the Growth and Regeneration Service Risk Registers.
There is one improving opportunity risk:
OPP1: One City - The One City Approach will offer a new way to plan strategically with partners as part of a wider city system. The risk rating being 3x7= (21) high risk. This risk is managed and monitored within the Resources Service Risk Registers.
The risks BCCC2/OPP4 - Brexit is an unpredictable external threat and opportunity, and because of this the reporting for these entries may already be out of date. This is being managed within the Resources Service Risk Registers via a council-wide Brexit Project Board (for general preparedness) and Brexit Coordination Group (a tactical response group to manage any immediate issues presented in a ‘no deal’ scenario).
All risks on the CRR have management actions in place.Page The CRR 151 will continue to be subject to a refresh during 2019. 2 Version April-2018 As with all risks, it is not possible to eliminate the potential of failure entirely without significant financial and social costs. The challenge is to make every reasonable effort to mitigate and manage risks effectively, and where failure occurs, to learn and improve.
Further details are contained in Appendix D: The summary of the threat risks are set out on pages 1 to 22, opportunity risks pages 23 to 24, and external and civil contingency risks on page 25 and 26 all including controls and management actions. A summary of risk performance on pages 27 to 28 by level of risk, the risk matrix on page 29 and the risk scoring criteria on page 30. More detail is available on request.
2. Risk Management Framework
Risk management is the culture, process and structures that are directed towards effective management of potential opportunities and threats to the council achieving its priorities and objectives and a key element of the council’s governance framework. The Annual Governance Statement (AGS) declaration for 2018-19 highlighted a number of opportunities to enhance Risk Management. Areas for improvement include:
Increasing the level of engagement and ownership by Service Managers. Enhancing the engagement of Members in the risk management process. Refreshing the Corporate and Directorate Risk Registers. Risk Management training and awareness. Risk Management within Business Case approvals, Project Management and Procurement Frameworks. Maintaining the focus of the process on reducing risk against the council’s Corporate Plan 2018-23.
The risk management process continues to be developed over the year. During this quarter we have:
Risk Management has been integrated into the Service Planning Process to aid decision making and will inform on the annual Budget Risk Register. Refreshed the SharePoint page to include a Service Risk Register guidance document. The Risk and Insurance Team have overseen a Risk Review of the Highways which received a good rating from the Councils Insurers Zurich Municipal. An additional resource has been sourced to assist the Risk and Insurance Manager to further embed Risk Management principles and practices within the council.
Revenue Cost £0 Source of Revenue Funding N/A Capital Cost £0 Source of Capital Funding N/A One off cost ☐ Ongoing cost ☐ Saving Proposal ☐ Income generation proposal ☐
Required information to be completed by Financial/Legal/ICT/ HR partners:
1. Finance Advice: The CRR is a live document refreshed regularly following consultation across the organisation, and aims to provide assurance that the council’s main risks have been identified and appropriate mitigations are in place to ensure they are managed within agreed tolerances. This includes, as set out in the annual budget report, measures to ensure appropriate financial provision is made through the budget planning process and reserves.
Finance Business Partner: Michael Pilcher, Chief Accountant, Deputy Section 151 Officer 15th November 2019.
2. Legal Advice: There are no specific legal implications in the report. The CRR enables the council to monitor and manage identified risks and mitigations to ensure good governance and compliance with its statutory and other duties.
Legal Team Leader: Nancy Rollason, Head of Legal Service and Deputy Monitoring Officer 15th November 2019.
3. Implications on IT: The CRR contains a number of references to IT as well as other areas of the Council. These IT elements are being managed and addressed as stated within the register. The accountable Directors for IT and Information Security Risks are working together developing a training plan and new processes to accelerate the necessary changes. IT Team Leader: Simon Oliver, Digital Transformation DirectorPage 15th November152 2019. 3 Version April-2018 4. HR Advice: It is essential that staffing resources are appropriately deployed to manage these risks that are highlighted. There are no HR implications arising from the CRR report.
HR Partner: Mark Williams, Head of Human Resources 15th November 2019.
EDM Sign-off Denise Murray 2/10/19 Cabinet Member sign-off Cllr. C. Cheney 14/10/19 CLB Sign-off Denise Murray 15/10/19 For Key Decisions - Mayor’s Mayor’s Office 28/10/19 Office sign-off
Appendix A – Further essential background / detail on the proposal: YES Q2 2019/20 Corporate Risk Report (CRR) The corporate risk summary report sets out the risks on pages 1 to 26 including controls and management actions, a summary of risk performance on page 27 and 28, the risk matrix on page 29 and the risk scoring criteria on page 30. Appendix B – Details of consultation carried out - internal and external NO Appendix C – Summary of any engagement with scrutiny NO Appendix D – Risk assessment NO Appendix E – Equalities screening / impact assessment of proposal NO Appendix F – Eco-impact screening/ impact assessment of proposal NO Appendix G – Financial Advice NO Appendix H – Legal Advice NO Appendix I – Exempt Information NO Appendix J – HR advice NO Appendix K – ICT NO
Page 153 4 Version April-2018 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level Risk title and description What we have done What we are doing Rating Rating Impact Risk Impact Risk Performance Likelihood Likelihood
CRR1: Long term commercial We have reviewed Capital Governance arrangements and have established the Capital and Investment A review of the medium term financial plan and capital strategy to develop investments and major projects Board in order to improve capital programme governance and accountability arrangements. The Board is a longer term financial planning horizon including sensitivity and scenario capital investment. overseen by the Delivery Executive to make improvements to capital project business cases, taking analysis. This will allow the Council to better manage and understand its long term investments. BCC’S long-term commercial account of whole life costing principles and improving capital monitoring arrangements. investments and major projects The first meeting of the CLB / Capital and Investment Board was held on 2 July 2019. Terms of reference The Growth and Regeneration Board meets monthly to continue to may require greater than and governance arrangements for the Capital Board were agreed, and the Board meets on a monthly improve project, programme and portfolio risk management and to ensure anticipated capital investment. basis. The Board will ensure that there is greater rigour and control, including Risk Management, of the robust arrangements are in place and there is challenge against Council's Capital Programme. deliverables. We will maintain a balanced portfolio of investment assets so Key potential causes are: that exposure to particular classes of risk can be minimised. The cost is higher than We are understanding, monitoring and reporting the cost-determining factors, and seeking relevant Harbour Strategy: Colleagues across Growth & Regeneration and expected. professional advice to ensure Value for Money (VfM) by undertaking due diligence which covers the Resources Directorates are working together to ensure we have a joined up The project is delivered later economic, financial, social and environmental case. This is ongoing. approach to delivering a new Harbour Strategy. This falls in to three main than planned. Governance arrangements are in place for the council as a Company Shareholder. work streams Assets, Design and Harbour/Marina activity. Whilst these 3 The operating and pieces of work are in differing project stages, an umbrella group to act as a maintenance cost of the asset The Growth and Regeneration Directorate is responsible for delivery of major infrastructure projects. steering and governance forum is being established. This is progressing and exceeds expectations. Some of the key projects include: remains under discussion across Resources and Growth and Regeneration Strategic, geographic, social, Harbour Strategy Directorates, with the Commercialisation and Citizens Division leading on financial and economic We are looking to secure capital funding to commence in 2019/20 through a robust capital business case
Page 154 Page the Harbour Estate Review. conditions changing over time. to make commercial improvements across areas such as new pontoons, and boaters facilities,’ both of Oversight of Project which will generate income and make the area more attractive economically. Harbour Condition Survey: A robust asset management planning framework. We are carrying out condition surveys on the docks walls to Interdependencies not well We have completed a commercial benchmarking exercise in terms of charges and commercial offering managed. 3 7 21 produce a future maintenance schedule as part of the BCC Asset 1 7 7 using similar marina sites across the UK. Management Plan. We are constructing a plan around our commercial offering, fees & charges, leases etc. to ensure we are Cattlemarket Road: Further funding may be required to discharge the maximising income that can be used to invest in the area. obligations of the City Council under the terms of the sale agreement to Carrying out condition surveys to assist with the development of a robust maintenance schedule. the University of Bristol (UoB). Discussions are underway between Temple Quarter Commercialisation and Citizens and Property colleagues with the UoB to For contracts we ensure that robust contingencies are built into the project costs, and secure consultant's reach a resolution. advice relating to appropriate risk allocation and reward, and other contractual arrangements. Colston hall: Following the instigation of the 10 point plan and the Cattlemarket Road subsequent discussion and negotiation with the preferred contractor Cabinet approved reallocation of existing budget in January 2019 to enable demolition of the former engaged through the SCF, Willmott Dixon, BCC successfully entered into a sorting office to ground level. building contract with a contract sum of £36,722,948 on the 28th May 2019 with a revised project budget standing at £52,204,947 ( this figure will Colston Hall form the actual project envelope). Consultants were engaged last year to undertake an options appraisal to verify the project in its current format i.e. the scope of the works and ensuring that the correct option has been chosen to make the hall The said figure of £52,204,947 being made up from the £48,800,000 financially sustainable. Cabinet has approved the underwriting of the project to a maximum of £48.8m. Cabinet approval plus £3,404,947 WECA funding for Project inflation The project is progressed through the Southern Construction Framework (administered by Devon County Work commenced on site 3rd June 2019 with an agreed Contract Council). completion date of 25th October 2021. Energy In the last 2 years Bristol Energy has grown significantly however the energy market is extremely complex with strong competition from new and existing energy retailers with high volatility in wholesale prices and the industry is currently subject to price scrutiny from Industry regulators. Risk Owner: Executive Director Action Owner: Executive Director Growth and Regeneration, Director Finance, Director Portfolio Flag: Strategy Theme: Our Organisation, Empowering and Caring, Fair and Inclusive, Well Growth and Regeneration, Commercialisation and Citizens. Finance, Connected, Wellbeing. Executive Director Resources and Governance and S151 Officer. Performance.
1 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR3: Failure to Manage Asbestos. The Asbestos policy, termed as the ‘Asbestos Arrangement’ is owned by Corporate Health Property CHASM project is underway, to ensure all premises Failure to manage the asbestos management plan for and Safety services and was introduced in February 2013, it was again reviewed in June report on compliance this was planned for completion end properties. 2018. September. Key potential causes are: An internal review was carried out on asbestos management arrangements in Housing in The structure of the new team is currently being formulated 2018. by the newly appointed Construction Safety Manager. Jan Staff availability to carry out work plans in a safe way. 2020. Lack of appropriate training. An action plan is in place within Housing and being governed on a regular basis by the Lack of oversight and control by local management. Safety, Health and Wellbeing Team. To date, all actions have been completed and 4 remain The terms of reference for the new Team are being Lack of information on the potential or known risks. outstanding. developed, it is envisaged that the team will take working Inadequate contract management arrangements. Reportable exposures (RIDDOR reportable) have reduced. Progress has been made to raise responsibility for the Keystone asbestos management Lack of effective processes and systems consistently being the risk profile of asbestos amongst managers and operatives, introduction of more robust software and for leading other asbestos improvement applied. strategies for managing staff and contractors, asbestos good working practice is also strategies. Jan 2020. Policies are not kept up to date. regularly communicated. We are holding regular ‘Asbestos working group’ meetings to
Budget pressures. Staff and operatives have attended asbestos training. progress the management of Asbestos across the authority. Ongoing. A management directive has been made this training a mandatory requirement for staff at 2 7 14 1 7 7 every level with Housing and Landlord Services. Now that progress has been made with the plan, a second detailed review will be carried out by the Safety Health and Page 155 Page There is a process for reporting Asbestos exposure incidents to the HSE via F2508 form. Wellbeing Team and the Construction Health and Safety Asbestos incidents are reported via the Corporate health and safety accident/incident Manager to re- assess the effectiveness of all action that has process. been taken to date and to ensure the Asbestos Management We have an ongoing plan for properties to be surveyed prior to any work being undertaken arrangements are continually improving. Jan 2020. by Asbestos Consultants plus an ongoing programme of surveys is being carried out. Mandatory asbestos staff training within Housing and Asbestos incidents are investigated in-house and appropriate actions taken. Landlord Services is in progress. Property Services have improved the contract management arrangements with MSS, the surveyor to ensure that all inspections are carried out according to required timescales. A new dedicated safety Team based within Housing and Landlord Services has been created.
Risk Owner: Head of Paid Service and Corporate Leadership Action Owner: Director of Commercialisation and Citizens (for Corporate Estate) and Portfolio Flag: Strategy Theme: Our Organisation. Board (CLB) / Director HR, Workforce and Organisational Director of Housing and Landlord Services (for Social Housing). Finance, Governance Design, John Walsh and Performance.
2 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR4: Corporate Health, The Corporate Health & Wellbeing (HS&W) team is in place to support the council and provide advice and guidance. The A revised electronic accident /incident local reporting Safety and Wellbeing. Corporate Policy Statement, service specific policies, procedures and systems of work and safety arrangements are in place database is being developed. Product specification has been If the City Council does and routinely reviewed. scoped and assessment made for feasibility to use Itrent. This not meet its wide range of BCC has a Corporate Health and Safety Management System (CHaSMS) to identify and monitor hazards, risks and appropriate was planned for October and has been delayed to Feb 2020. Health & Safety actions. Each manager (with staff and /or premises responsibilities) have an action plan which is completed by all Managers on Project plan in place to update and improve all elements of requirements then there a quarterly basis. Once completed the HS&W team check the returns and give relevant feedback to the individual Managers the health and safety management system. This plan is being could be a risk to the and report the overall results to Senior Management. governed quarterly by Statutory and Policy Board. Ongoing. safety of employees, The accident/Incident reporting procedure is in place to monitor injury to colleagues and is communicated. All incidents are Business partnering arrangements plan to be put in place by visitors, contractors, subject to the investigation procedure to reduce the potential for any recurrences. October 2019 to strengthen Director level support for Health citizens and BCC and Safety (within existing resources). Working with the corporate body. Corporate procedures and a risk assessment pro-forma exist for core safety functions including arrangements for fire risk assessment of all workplaces. A register is in place for potential asbestos exposures. We have reviewed and further invested in Director teams in each Directorate, quarterly reports will be Key potential causes are: statutory health surveillance equipment and training and a programme of work in place within council housing post Grenfell. expanded to cover CHASM returns and themes, incidents, If services do not have training provision compliance. Directorates will be supported sufficient staff numbers BCC has a programme of e-learning and personal face to face course delivery available to all staff and members. Ongoing to develop action plans. to carry out work plans specific training on H&S and excessive pressure/ personal resilience is also available. Stress management training and stress risk assessment training is available for managers and employees. All policies and procedures plan to be reviewed and refreshed in a safe way. by April 2020.
If services 156 Page are not able An independent occupational health support (NHS Avon Partnership Occupational Health Service) is in place to provide advice, to order appropriate employee support, management medical opinion and advice to support managers dealing with employee ill-health and CHASMs will be expanded to include a greater focus on equipment required for absence. A pre-employment health screening service is in place to ensure reasonable adjustments are identified to support property risk, with a new arrangement for those "persons in staff safety. employees and also an HGV driver medical support service. charge" for reporting and discussing premises risks. Lack of appropriate A confidential Employee Assistance Programme, Wellbeing telephone helpline operates (24hrs / 7 days a week); this 2 7 14 A review of training will be carried out to ensure that all 1 7 7 equipment. programme also includes a range of Wellbeing information via a website. Partnerships with external providers of counselling relevant and required training is available. Linked to CHASM Lack of appropriate and physiotherapy services are in place to provide fast-track access to these services. The council is routinely monitoring these review by April 2020. training. services. Lack of oversight and Arrangements for controlling risks of Hand Arm Vibration, control by local The Intelligence network including the Corporate Safety Information System is in place to share details of the addresses to the Noise and respiratory sensitizers will be carried out, with a management. Citizens of Bristol considered to present risks to staff. supporting Occupational Health Surveillance programme Lack of information on BCC also has a system of Trade Union Consultation with Health and Safety trained Representatives. where required by December 2019. the potential or known Benchmarking and annual reports are provided to BCC along with the annual performance report. A refreshed focus on wellbeing and health is in progress with risks. a plan in place within the Organisational Improvement Plan to Inadequate contract All contracts set up with external providers include checking their relevant Health and Safety competency. focus on mental health by April 2020. management The council’s audit programme monitors compliance with statutory duty and best practices. Time to Change action plan is planned for April 2020 which arrangements. will be monitored. Lack of effective A review of the Health and Safety Management arrangements was carried out and an improvement plan in place. processes and systems CHASMs have been in October 2019 to ensure it is risk based; enabling priority to be given to risk areas identified and create a consistently being clearer line of sight for Directors on the risks being managed in their business areas. applied. Policies are not kept up to date. Budget pressures.
Risk Owner: Head of Paid Action Owner: Director of Workforce Change. Portfolio Flag: Strategy Theme: Our Organisation. Service and Corporate Finance, Governance Leadership Board (CLB). and Performance.
3 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR5: Business Continuity and Councils Service The council has a Corporate Resilience Group (CRG) supported by directorate representatives who The Business Continuity Policy and the Corporate Business Resilience. meet quarterly to oversee the council’s Business Continuity arrangements and to receive significant Continuity Plan is planned to be reviewed once Business If the council has a Business Continuity disruption risks outside council’s Control which are reflected on the Local Resilience Forum Community Risk Continuity Officer recruited. and is unable to ensure the resilience of key BCC Register. Business Continuity refresher training - workshops held at operations and business activities, then the impact A number of Policies and procedures are in place including the Business Continuity Policy 100TS and City Hall. of the event maybe increased with a greater impact communicated to relevant staff. The Incident Response Plan updated in July 2017. on people and council Services. A review of Service Level Business Continuity Plans will be Service Business Continuity Plans were in place for January 2018, the plans have undergone carried out in early 2020. We are introducing a quality Key potential causes are: ‘refreshing by services’ annually. assurance approach for our business continuity plans to Strikes (People, Fuel). An Incident Management Team training session was carried out October 2018. emphasise service accountability. Loss of key staff (communicable diseases and influenza epidemics). A Senior Management on-call rota has been devised agreed and is regularly monitored. 2 5 10 The Businesses Continuity Working Group will be refreshed 1 7 7 within the year and we are currently drafting a plan for future Loss of suppliers. A successful annual recovery exercise Day Two was carried out 25th May 2018 and relevant exercises to test different elements of BCC Business Loss of accommodation to deliver key services. improvements are being built into the wider council arrangements and will be briefed to the CRG. Continuity arrangements with partners. Loss of equipment. CLB accepted growth bid for extra staff on Civil Protection Unit (CPU) team. Any event which may cause major disruption. Unavailability 157 Page of IT and/or Telecoms. A Business Continuity Officer recruited. Loss of staff /staff availability. Knowledge loss. Reduced chances of preventing/ responding to incidents due to a lack of forward planning or investment. Risk Owner: Executive Director Growth and Action Owner: Director Management of Place and Civil Protection Manager. Portfolio Flag: Strategy Theme: Our Organisation, Wellbeing. Regeneration / Head of Paid Service. Finance, Governance and Performance.
4 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR6: Fraud and Corruption. We are continually improving the comprehensive system of control which aims to prevent fraud and increase the We are monitoring fraud indicators (warning signs Failure to prevent or detect acts of likelihood of detection. This includes a strong and robust policy on anti-fraud, corruption and bribery. A Bribery and and fraud alerts) to ensure anti- fraud approach is significant fraud or corruption against Corruption review has been completed which concluded that controls in the services most at risk of corruption are in correctly targeted. the council from either internal or place. However it highlighted that work is required to strengthen the declarations of interest processes and the gifts and The Fraud Policy is currently being reviewed and external sources. hospitality register and approvals. updated. Key potential causes are: We take a strong stance when fraud is found and seek financial recovery through a strong and effective counter fraud Work is underway with legal services to ensure Failure of management to implement team. maximum recovery with minimum resource. a sound system of internal control The counter Fraud and Investigations team concentrates on areas of high fraud risk, investigates fraud promptly where Analysis of how much 'recoverable' overpayment is and/or to demonstrate commitment suspected and sanctions appropriately. By investing in specialist fraud prevention and detection software and utilising actually 'recovered' is currently underway to ensure to it at all times. cross organisation data will minimise the council’s exposure to fraud risk and aid early detection / prevention. resources are targeted most effectively. Not keeping up to date with developments, in new areas of fraud. An accessible route to report suspected fraud is available to both the public and employees via a Whistleblowing Policy Project to develop a data hub, potentially regionally Insufficient risk assessment of new Anti-Fraud, Bribery and Corruption Policy and web page. Whilst awareness of the whistleblowing process has been is in early stages. Plan and dataset matrix are emerging fraud issues. raised, there remains work to be done to enhance employee confidence in reporting concerns. Options are being currently being finalised. Available hub software is Lack of clear management control of considered for this. currently being researched. Ongoing exercises to Page 158 Page 3 5 15 2 5 10 responsibility, authorities and / or Employees are aware of probity standards expected of them via an Employee Code of Conduct, improving awareness of establish proof of concept are under way. Business delegation. fraud and compliance through a process of reminders about ethics and conduct, fraud awareness training and other case to be completed. Lack of resources to undertake the publicity, continual maintenance of Counter Fraud information on Web pages and monitoring and review of the Council wide fraud and avoidance initiatives depth of work required to minimise effectiveness of the Counter Fraud Arrangements. including: . the risks of fraud / avoidance. Key Counter Fraud Objectives were defined for 2019/20. Counter Fraud Performance is monitored by Audit Committee NNDR Small Business Rate Relief . Under investment in fraud via the Annual and half yearly Counter Fraud Update, periodic Internal Audit Updates and the Annual review of National Fraud Initiative . prevention and detection technology arrangements against CIPFA Count Fraud Assessment Tool. Improvements are highlighted in an action plan which is Personal Budgets . and resource. monitored by Audit Committee. Bribery and Corruption Risk Assessment . New Fraud Case Management System An initiative to provide an amnesty period for tenancy fraudsters to return keys to Council properties has been completed. Revised structure of Counter Fraud team approved and HRA funding source agreed for tenancy fraud work. Regular meetings taking place with Legal services to ensure cases progress swiftly. Data sets submitted to National Fraud Initiative and output received for review.
Risk Owner: Executive Director Action Owner: Director of Finance and Chief Internal Auditor. Portfolio Flag: Strategy Theme: Our Organisation. Resources and Director of Finance Finance, Governance (S151 Officer). and Performance.
5 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR7: Cyber-Security. Budget provision for Cyber Security was allocated within the Future State The Council is starting to use a SIRO checklist to capture and escalate cyber security risks. The Council's risk level in regards to Assessment Plan (FSA) as approved by Cabinet June 2018. The Council is procuring an Information Security Management System which will review and enhance Cyber-security is higher than should Independent full security assessments have been carried out November the Council’s policies and strategies for information management. The Information Assurance Service be expected. 2018. is working closely with the Council’s ICT Department to improve the approach to all aspects of Information Assurance (including adoption of ISO27001). Key potential causes are: Increased training - Phishing attacks November 2018. Lack of investment in The ITTP (formerly FSA Programme) currently has plans to implement technology platforms to move appropriate technologies. An Information Governance Board has been established to provide the Council from file storage to document storage platforms, increase team collaboration without Reliance on in-house expertise, oversight of information security and an escalation point to the Council’s use of email, implement file retention policies, introduce document marking and rights management, and self-assessments (PSN). SIRO. implement data classification and improve federated search across structured and unstructured data Lack of formal approach to risk Head of Information Assurance commenced in post September 2019. 3 7 21 stores. 1 5 5 management (ISO27001). The ITTP (formerly FSA Programme) will align with the new Information Assurance approach and the Historic lack of focus. strategy set by the Council’s SIRO. As well as technical controls, the Council continues to carry out regular Phishing attack exercises where we are sending emails to staff to see how users react to this type of Cyber Attack. Anyone Page 159 Page clicking on links is directed towards targeted training. The Information Assurance and ICT team will continue to work together to support the SIRO to develop appropriate targeted training for all Council staff relating to cyber security.
Risk Owner: Senior Information Risk Action Owner: Director, Digital Transformation. Portfolio Flag: Strategy Theme: Our Organisation. Owner (SIRO). Finance, Governance and Performance.
6 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR9: Safeguarding Regular analysis of performance and reports to Cabinet Members and Directors regarding safeguarding performance and New Keeping Bristol Safe Arrangements submitted to DfE and Vulnerable Children. progress. A children's safeguarding assurance report updates senior leaders on a quarterly basis. published end June 2019. New arrangements in place The council fails to ensure September 2019 with place based life course approach to The Safeguarding Children’s Board provides independent scrutiny of children’s safeguarding arrangements in the city and children, adult and community safety holding BCC and that adequate safeguarding holds BCC and partner agencies to account. partners to account. measures are in place, resulting in harm or death to There has been a review of arrangements to meet the Prevent Duty and the Safer Bristol Board has adopted an Reviewing and reassessing information sharing arrangements with the aim of improving our ability to understand and a vulnerable child. Improvement Plan to deliver better outcomes in service provision quality and safety. respond to children at risk of criminal exploitation and going Key potential causes are: BCC works with partners to effectively identify victims and perpetrators of CSE and take action to disrupt and protect. missing following CSE/Missing National Working Group Safeguarding Multi Agency Public Protection Arrangements are in place (MAPPA) with BCC contributors at every level to support family recommendations. arrangements do not safeguarding. Working with University of Bedfordshire as part of the Contextual Safeguarding Scale Up Project to develop meet the requirements of The Safeguarding and Quality Assurance Service has been remodelled to secure additional capacity (Independent Reviewing improved responses to contextual safeguarding risks. the Children Act and Officer and Child Protection Chairs) and has the Local Authority Designated Officer for allegations against people who work associated legislation, with children. The Strengthening Families Programme is coming to the end guidance and regulations. of its phase as a form project - however, work continues to: Comprehensive training and development offer, together with publication of Bristol’s policies and procedures and monthly Work with families from the earliest point of need and Inadequate 160 Page controls professional supervision help ensure safe practice and adequate control of risks. This is monitored and tested through a reduce caseloads of social care practitioners result in harm. performance and quality assurance framework. Ensure purposeful practice that supports children to live Poor Management and safely within their families and provide local authority operational practices. September 2018 Ofsted ILACS single inspection identified that, ‘services have improved substantially for care leavers, care for those who need it. children in care and children in need of help and protection.’ However, there is more to do to ensure all children and Demand for services 2 7 14 Ensure effective management oversight is evident on all 1 7 7 exceeds its capacity and families receive a good service. children’s records. capability. Bristol’s Strengthening Families transformation programme is taking a whole system approach to meeting the needs of Delivering new career progression and pay arrangements to Inability to recruit/retain children and families at the earliest point. In this way we aim to manage demand and maintain capacity within the system. recruit and retain highly skilled Social Workers (June 2019). In response to an identified and increasing risk of serious social care staff in a Universal services may be supported by early help and targeted services, including a team around the school offer. competitive market. youth violence and criminal exploitation a multiagency plan is being implemented under a 'Gold' Exec Group (Feb 2019): Poor information sharing. Bristol's workforce strategy is in place to attract, recruit and retain social workers with a particular emphasis on recruiting and retaining excellent, experienced social workers. The Management Team monitors social work vacancies and agrees Bristol is taking a Public Health Approach and focussing on Strategic commissioning primary, secondary and tertiary prevention. strategies for urgent situations. Competent agency social workers and managers are used on a temporary basis to fill arrangements do not Safer Options Team established and working to profile and vacancies. meet identified need and reduce SYV in East Central (April 2019) our ability to commission A robust social worker caseload monitoring framework is in place. Investment secured to extend reach of Safer safe care for children is Options/Meet citywide demand pressures (Jun/Jul 2019) Information sharing protocols are in place with services taking action to comply with GDPR where sensitive data is impaired. Investing in systemic practice approach and training staff stored/processed. members at all levels of Children and Families Services. Increase in complex An improvement plan for 2019-20 is being implemented Children’s strategic commissioning team have a priority work plan in place and are working to increase placement safeguarding risks, to address areas identified for improvement during our sufficiency through regional framework arrangements. BCC commissioners work closely with operational services to identify criminal exploitation, ILACS Inspection and incorporating other actions in serious youth violence need and ensure appropriate service commissioning. Due diligence and quality checks of all commissioned services for response to learning from other Inspections, Peer Review, and gang affiliation. vulnerable children are in place. Serious Case Review, complaints and other feedback received. Bristol Multiagency Safer Options Team established for East Central Bristol (April 2019) tackling Serious Youth Violence and Criminal Exploitation of Children taking an intelligence led preventative approach. Risk Owner: Executive Action Owner: Director Children’s and Families Services. Portfolio Flag: Strategy Theme: Our Organisation, Empowering and Caring, Wellbeing. Director, People Children and Young People.
7 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR10: Safeguarding Adults at Risk The Adults Safeguarding Board has now been reconstituted into the Keeping Bristol Safe Board which also includes responsibility Social workers working with Multi-agency with Care and support needs. for Children and Community Safety. The Board has senior executive representation and will ensure a strong focus on strategic partners supporting Adults and elderly people The council fails to ensure adequate matters of concern. The constitution for the Board has been confirmed and it will meet regularly and have oversight of to live safety within their families and safeguarding measures are in place, safeguarding priorities. communities. Adults at risk. Safeguarding improvement plans are in place for Older People, Physical Disability and Disabled Children and the Capability We are increasing capacity this year in the Key potential causes are: framework for safeguarding and the mental capacity act have been introduced. The Adult Change Programme ‘ Better Lives’ - commissioning team to lead on monitoring Adequacy of its controls. Transforming Care Programme has been established to implement policy objectives of moving people into more suitable care quality in the care sector. Improving the quality Management and operational settings. services for those who need it and ensuring practices. We have an active strategy in place to attract, recruit and retain social workers through a variety of routes with particular effective management oversight. Demand for its services exceeded emphasis on experienced social workers. The Adult South West Recruitment and Retention Strategy has been drafted, the risks Review of the Safeguarding Pathway its capacity and capability. and costs identified. The strategy will be presented through the Decision Pathway. Regular strategies and campaigns support the Transforming the Safeguarding Adults Board. Poor information sharing. recruitment and retention of high calibre social workers and managers, with competent agency social workers and managers 2 7 14 1 7 7 Lack of capacity or resources to used on temporary basis to fill vacancies. deliver safe practice. All key staff working with people directly at risk are trained in the essentials of safeguarding and BCC has an ongoing awareness- Failure to commission safe care for Page 161 Page raising ‘Prevent’ training programme. adults at risk. Failure to meet the requirements Regular reporting on safeguarding is taking place quarterly for Directors and Cabinet Members, with an annual report for elected of the “Prevent Duty” placed on Members to allow for scrutiny of progress. The quality assurance framework and performance framework is routinely monitored Local Authorities. and reported on. Focused work is being undertaken to address the backlog in safeguarding referrals and good progress has been made in bringing the number outstanding down to more manageable numbers.
Risk Owner: Executive Director, Action Owner: Director Adult Social Care. Portfolio Flag: Adult Strategy Theme: Our Organisation, Empowering others and People Social Care. Caring, Fair and Inclusive, Well connected, Wellbeing.
8 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR11: Bristol City Council (BCC) Infrastructure Delivery. Governance arrangements have been established through the Growth and The Operational Property Group (OPG) as a sub-group to the Strategic If the council fails to prioritise infrastructure investment Regeneration (G&R) Board and the Strategic Property Group both launched in Property Group (SPG) was launched in September 2018 to unlock the and resources, has inconsistent policies and attitudes, and Q4. 2017/18 to enable the integration of thinking about property with financial, value of assets, seek efficiencies through joint arrangements with has no bargaining power regionally or with central regeneration and other considerations and enhance reporting of asset disposal public sector partners and maximise private sector investment. Actions government; there is a risk that inward investment will be plans and progress. are now being progressed through the work of the SPG and (from reduced. It makes it difficult for the council to realise its The G&R Board identified a number of areas of growth and regeneration (AGR) April/May 2018) through OPG which will adopt a Corporate Landlord strategic priorities, ensure assets are efficient and fit for across the City during Q4. 2017/18 to enable place shaping including role to ensure the ownership of an asset and the responsibility for its purpose in meeting current and future demand and contributing to regeneration activity, affordable housing, community building management; maintenance and funding are transferred to a support development of the local area. and the financial sustainability of the Council. centralised corporate crosscutting group. Key potential causes are: Recruitment of specialist Asset Management Plan resource was agreed AGR is regularly reviewed and re-prioritised by the G&R Board. in April 2018. Work on outline business case for the Asset No clear strategic direction and objective set for the Management Plan is progressing, and on-going. Property estate. The Strategic Property Group (SPG) was established in January 2018 and meets Develop strategies and Implementation plans that ensure the property Services and resources (human and financial) are not on a monthly basis. The SPG identified the need for an Operational Property portfolio remains a major asset in supporting the achievement of fully aligned and/ or controlled to deliver the objectives. Group in March 2018. Remit and membership of both groups was reviewed and corporate aims and objectives will be well advanced by end March Failure to deliver the level of anticipated Capital re-launched in April 2019. 2019. Receipts. Corporate Leadership Board identified the need to re-establish a Capital Board Page 162 Page Development and implementation of a Property Asset Management Leadership capacity, engagement and capability are which existed until December 2016. Strategy - DWG decision (04/04/2018) to recruit specialist Asset insufficient to drive change and transformation within The first meeting of the CLB / Capital and Investment Board was held on 2 July Management Plan (AMP) resource to develop the outline business case the council. 2019. Terms of reference and governance arrangements for the Capital and by July/August 2018 and to inject pace into the production of the AMP. 2 7 14 1 7 7 Resources are poorly managed, short term approach Investment Board were agreed, and go-going forward the CLB / Capital and The current estimated timescale for completion of the AMP is by end being adopted or are not contributing fully to council Investment Board will meet on a monthly basis. The Board will ensure that March 2020 Property Strategy work is on-going as at 30 September priorities; resulting in agreed outcomes and objectives there is greater rigour and control, including Risk Management, of the Council's 2019, and progress with this and delivery of the AMP is subject to not being fully achieved. Capital Programme. regular discussion at the Strategic Property Group (SPG) which meets Ineffective collection, integrity and use of data and monthly. This is a standing item at the monthly SPG Meetings. information. Bristol Transport Board established in January 2019 and Bristol Transport Strategy. The latter sets the framework and will hold us to account for delivery. We are proactively supporting the development of a local Infrastructure Condition and suitability of overall asset development strategy to appropriately reflect Bristol's Infrastructure base is not being used or managed efficiently or needs. effectively. Recruitment of sufficient resources, to ensure the capacity and skills Lack of joined up planning, decision making and required are available to enable the objectives from the estate to be effective project management. delivered. Ineffective collection, integrity and use of data and A key action arising from the first meeting of the CLB / Capital and information. Investment Board is for Growth and Regeneration Directorate to hold Reduced public sector funding impacting on the workshops to review its Capital schemes with a view to pausing / resources available. stopping / reprioritising where appropriate. The first workshop was Currently a more uncertain future due to Brexit. held in July 2019 to review all Capital schemes and there will be another workshop in October 2019 to make decisions based on the P6 budget forecast. Review of Areas of Growth and Regeneration and agreement on new priorities is on-going by the Growth and Regeneration Board. Risk Owner: Executive Director Growth and Regeneration. Action Owner: Executive Director Growth and Regeneration Portfolio Flag: Strategy Theme: Our Organisation Finance, Governance and Performance.
9 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR12: Failure to deliver suitable The Avon and Somerset Local Resilience Forum (LRF) is a legally required multi-agency partnership of all An ‘Introduction to Emergency Planning’ e-learning package is in emergency planning measures and the organisations needed to prepare for an emergency in the LRF area. It includes the emergency progress. respond to and manage emergency services, health services, Maritime and Coastal Agency, Environment Agency, volunteer agencies, utility An Emergency Centre live exercise was planned for November 2018. events when they occur. (Civil companies, transport providers and the five councils of Bath and North East Somerset, Bristol, North This was postponed, although smaller training exercises have been Contingency and Resilience) Somerset, Somerset and South Gloucestershire. The Avon and Somerset LRF to drive work identified by completed. The corporate exercise is now planned for Nov 2019. If the City has a Major Incident, risk and impact based on Avon and Somerset Community Risk Register. Key roles of the group includes: Intelligence gathering and forecasting, regular training exercises and tests, Task and Finish groups Emergency Planning College (EPC)-led Strategic Incident Contractor Failure or the council Management Training sessions planned. inadequately responds, then the addressing key issues, procedure, plan writing and capability building, and a multi-Agency recovery impact of the event may be increased structure is in place. Voluntary agency capacity to support incidents will be reviewed by with a greater impact on people and Bristol is working with Avon and Somerset Local Resilience Forum (LRF) together with personnel as an through the LRF. businesses. integrated and co-located team to deliver enhanced emergency planning and business continuity along Training for ABS staff to support incident response and recovery Key potential causes are: with Avon and Somerset Local Health Resilience Partnership to ensure a coordinated health services and (admin, logging and logistics) is ongoing. Public Health England and planning, response is in place. Critical services unprepared or We are embedding lessons from Exercise Day Two, particularly have ineffective emergency and A system is in place for ongoing monitoring of severe weather events (SWIMS). around housing capacity, community engagement and mutual aid. A business continuity plans and Emergency planning training has been rolled and a multi-agency exercise is regularly conducted to test report is planned for the Corporate Resilience Group (CRG). associated activities. Page 163 Page different elements of BCC emergency arrangements with partners. The most recent exercises being Day A review and exercise of the COMAH (Control of Major Accident Lack of resilience in the supply 2 7 14 1 7 7 Two May 2018, Dark Zodiac April 2018, Saxon Resolve November 2017 and major COMAH training Hazards) Plan is planned. chain hampers effective response exercise in November 2018 (Operation Spitfire). to incidents. Lack of trained and available A senior management on-call rota has been devised, agreed and is monitored. Emergency Reservists have strategic staff. been recruited to aid emergency responses.
(Previously Civil Contingencies and The Bristol Operations Centre capacity to support multi-agency operations has been tested. Council Resilience). BCC took receipt the South West’s share of the National Emergency Mortuary Equipment in July 2018. A progress paper on Civil Contingency is scheduled to go to Strategy and Policy Board July 2018.
Review of Excess Deaths capability and plan is planned for September 2018. Recruitment and training of additional Emergency Centre Managers and Emergency Volunteers is ongoing
Risk Owner: Executive Director Action Owner: Director Management of Place. Portfolio Flag: Strategy Theme: Our Organisation, Wellbeing. Growth and Regeneration. Finance, Governance and Performance.
10 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR13: Financial Framework and MTFP. BCC manages its financial risks through a range of controls including budget preparation, budget Review of the medium term financial plan, capital Failure to be able to reasonably estimate and agree the setting and a Budget Accountability Framework. Roles and responsibilities for managing, monitoring strategy and developing a financial sustainability financial ‘envelope' available, both annually and in the and forecasting income and expenditure against approved budgets have been updated. strategy by December 2019. medium-term and the council is unable to set a balanced budget. The council has developed a strong rolling Medium-term financial planning process to enable the A review will be ongoing to identify a programme of strategic objectives and the statutory duties are met. We are working to ensure a rigorous structure propositions that exceed the forecasted budget gap Key potential causes are: exists to oversee the budgetary control process from budget setting through to monitoring, oversight to provide members with options and headroom for Failure to achieve Business Rates income- appeals/ and scrutiny including: variations in financial estimates. general economic growth/loss of major sites (in The maintaining of the evolving financial model that reflects in a timely manner changes in national budget setting). and local assumptions. Economic uncertainty impact on locally generated The level of reserves and balances are regularly reviewed to ensure that account is taken of any revenues - business rates and housing growth, financial /economic risk and the adequacy of general reserves is determined as part of this exercise. impacting on council tax, new homes bonus and Financial Regulations and Financial Scheme of Delegation is in place. business rate income. Regular in-year monitoring and reporting, review of future financial plans and assessment of Brexit - the general uncertainty affecting the financial financial risks and reserves are undertaken to ensure the financial plans are delivered. markets, 164 Page levels of trade & investment. Changes to savings in year are monitored by delivery executive. Governments spending review 2019. Inadequate budgeting & budgetary control/Financial Restructured the finance team and planned skills development remains a key priority which will include 2 5 10 1 5 5 Settlements & wider fiscal policy changes: commercial and business acumen. This will be an ongoing and aligned with professional development. . The potential for new funding formulas such as Ensuring that Bristol City Council are engaged with or receiving timely feedback from the range of fair funding, business rates retention to Government working groups exploring future local funding. significantly reduce the government funding available to the council alongside possible increase in demand for council services. . Embedding of the new national funding formula for schools and High Needs. . Political failure to facilitate the setting of a lawful budget. . Unable to agree a deliverable programme of propositions that enable the required savings to be achieved. . Insufficient reserves to mitigate risks and liabilities and provide resilience. . Rising inflation could lead to increased costs. Judicial review. Risk Owner: S151 Officer and Director of Finance. Action Owner: Section 151 Officer, Executive Director Resources and Director of Finance. Portfolio Flag: Strategy Theme: Our Organisation. Finance, Governance and Performance.
11 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR15: Financial Deficit. BCC’s Financial framework ensures that we have in place sound A review of robustness of forecasting in light of expenditure and income run The council’s financial position goes into significant arrangements for financial planning, management, monitoring and rates and other associated evidence. deficit in the current year resulting in reserves (actual or reporting. New spend decisions and borrowing is only supported where the source of revenue resources to meet the costs is clearly identified and We will carry out a re-assessment of service delivery risks and opportunities and projected) being less than the minimum specified by the risk and other reserves. council’s reserves policy. availability confirmed by Finance. Working with external advisors to undertake due diligence of commercial Key potential causes are: Corporate Revenue Monitoring Reports with identified risks are reported to Cabinet, overspending departments prepare action plans with investments to provide the council with Assurance and further opportunities to A failure to appropriately plan and deliver savings responsible Directors identified. explore. unscheduled loss of material income streams. Increase in demography, demand and costs for key The ongoing review and due diligence of all budget savings by Delivery Incorporate additional key cost driver activity information within our regular council services. Executive, Corporate Leadership Board and the Executive. The pipeline of budget monitoring processes. The inability to generate the minimum anticipated propositions to be incorporated into the tracker, due diligence undertaken level of capital receipts. and subject to DE governance and assurance process. Insufficient reserves to facilitate short term The ongoing regular monitoring reports to Corporate Leadership Team and mitigations, risks and liabilities. Cabinet. Setting out progress on delivery of savings and other risks and Interest rate volatility impacting on the council’s debt opportunities in addition to the forecast expenditure. costs. Page 165 Page Impairments in our commercial Investments are Implemented budget improvement processes– The executive will review realised. service recovery/delivery plans, options for mitigation and their viability, risk and priority outcome implications - both immediate and the wider 2 5 10 1 5 5 MTFP impact. Where viable in year recovery/delivery plans cannot be achieved, Executive Directors will report to the Mayor and Cabinet seeking a supplementary funding approval in accordance with the council’s delegated executive approval powers (up to £1,000,000 for an area of activity). Where viable in year recovery/delivery plans cannot be achieved, Executive Directors will report to Full Council (in accordance with the Budget & Policy framework) to seek agreement to a supplementary estimate (> £1,000,000 for an area of activity). We will seek agreement from the Executive of the alternative measures held in abeyance across other General Fund services e.g. which will be offset and advise all associated Executive Directors appropriately. We have continual oversight and ongoing management of the council’s financial risks. Internal audit also undertakes a number of reviews of our financial planning and monitoring arrangements.
Risk Owner: S151 Officer and Director of Finance. Action Owner: Section 151 Officer, Executive Director Resources and Portfolio Flag: Strategy Theme: Our Organisation. Director of Finance. Finance, Governance and Performance.
12 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR18: The risk of failing to deliver the range of Secured planning permissions. We are addressing all areas of provision including: Community Led Housing housing to meet Bristol's needs and not realise the Secured additional grant funding for infrastructure. (CLH), Registered Providers (RPs) and Direct Delivery, (New Council Homes). ambition to deliver 2000 homes, of which 800 are Releasing land. We are carrying out a Service Review of Housing Delivery Team commencing affordable, per annum by 2020. October 2019 – December 2019. Issuing grants to Registered Providers (RPs). Strategies and delivery models designed to further Significant land release programme to Registered Partners (RPs). Established Local Housing Company (Goram Homes). stimulate growth in the housing market and deliver We are looking at opportunities to fund the acquisition of additional units in diversity of the housing offer across the city prove Secured funding from Homes England under HIF and Accelerated developments on site. Construction and Community Development in order to release further to be ineffective and do not attract and retain housing land. External funding bids have been made to secure infrastructure funding to economically active residents. accelerate delivery. Established a grant funding programme to subsidise the delivery of 2 5 10 2 5 10 affordable homes. Revised the Affordable Housing Grant Funding Policy to ensure it is relevant Key potential causes are: and assist the delivery of new affordable homes. Not enough planning applications submitted Introduced the Affordable Housing Practice Note. Not enough permissions granted Working collaboratively with Homes England to maximise subsidy in Working Closely with Homes England to ensure additional subsidy is secured Inability of the housebuilding industry to deliver schemes to provide as much affordable housing as possible. Identifying opportunities to acquire additional affordable homes off the shelf. Page 166 Page at this level. Increased uncertainty in the market due to Brexit Requiring a minimum of 30% affordable housing on land released by Lack of capacity within the council’s delivery the Council. system and the local market. Insufficient housing land identified in Planning documents Risk Owner: Executive Director Growth and Action Owner: Director Development of Place. Portfolio Flag: Housing. Strategy Theme: Fair and Inclusive. Regeneration.
13 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR19: Tree Management. Analysis of all trees is the main task and this takes time to complete. Analysis continues on trees potentially at risk. Desktop Risk of trees and tree limbs falling and causing harm Analysis work on trees is underway by the tree team and Desktop mapping is complete. mapping is completed and trees will need to be to people or property due to unfavourable weather assessed. conditions and tree diseases. Cabinet report in June was agreed including re-procuring the tree management contract to create additional capacity to manage all off the councils trees. The cost of this will be covered by the Contract has been extended for tree maintenance Key potential causes are: departments on whose land the trees are situated - more finance work is needed on this. Budget for 18/19 has been protected, work is commencing to identify budget for 19/20. The Council has 100,000 trees. Severe weather conditions and / or disease can leads to tree Budget for 19/20 is available to continue tree analysis failure. and maintain trees on the existing contract. Lack of maintenance of trees can result in tree Budget uplift for new contract is proposed to be taken failure. from land owning departments but this needs to be Some council trees are not being managed or confirmed by finance and departments. Not yet inspected, increasing the chance of failure. 3 5 15 agreed. 1 5 5 Carry out in-depth audit of non-managed sites to
Page 167 Page identify costs to service areas Cabinet report approval means that additional personnel resource can be recruited to undertake the work. Finance work to identify budget to pay for tree maintenance works from landowning departments still needs to be done. Departments will be alerted initially in October 2019. New tree management contract going through procurement process - on track. QTRA system being rolled out via tree audits and tree group ID.
Risk Owner: Executive Director Growth and Action Owner: Director Management of Place. Portfolio Flag: Strategy Theme: Our Organisation, Wellbeing. Regeneration. Communities.
14 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR21: General Data Protection Regulation (GDPR) compliance. The GDPR Project was started in November 2017 and has put in place a comprehensive We have made significant progress on compliance with council wide package of changes for the introduction of the new regulation. It included the General Data Protection Regulation (GDPR). If the Council fails to maintain a defensible and compliant awareness training, data audits, updated contracts, retention policy and privacy response to the Data Protection Act 2018 and General Data We are embedding a new Information Governance team, notices and improved processes for responding to subject access requests and which has brought together existing specialists into a Protection Regulation (GDPR) then it will fail to fully comply with completing data protection impact assessments. Support has also been provided to central team to provide advice guidance and support on its statutory requirements. elected Members, Schools and the Bristol Companies. The GDPR Project completed its all related aspects in a more coordinated manner. objectives and deliverables and was formally closed July 2018. Key potential causes are: Continuing delivery of prioritised objectives to embed A newly formed Office of Data Protection has been established, led by a dedicated Failure to invest in the required systems, equipment and posts GDPR compliance, in this quarter we are working on: Statutory Data Protection Officer (SDPO) who was appointed August 2018 to ensure New starters induction and awareness training required to implement these regulations. the City Council maintains and further enhances its policies and procedures and to Failure to adequately train staff in the requirements of the provide ongoing advice, guidance and support to service areas. Additional Data Training for offline staff regulations. Protection specialists have also been appointed to support the SDPO. Reviewing procurement templates Lack of resource (capacity or expertise) to manage Subject A Steering Group and Working Group is in place and regular reports continue to be Reviewing data protection policies Access Requests. provided to Executive Directors Meetings (EDM’s) to ensure that the high-level of Progressing the business case for a privacy (This risk replaces CRR14 Introduction of the General Data engagement and buy-in across all levels of the organisation is maintained. management system (with Head of Service and Protection 168 Page Regulation). Improved data breach reporting for EDM's from December 2018. Director) Implementing a case management system Information Assurance Service established January 2019. Team training plan. Updated guidance on GDPR compliance and breach reporting published on the 2 5 10 2 3 6 Targeted training for data protection champions Council’s intranet (Source) pages in January 2019. within the Council Improved PIA process and PIA register in February 2019. Business Continuity plan produced and updated to reflect new IG Service in March 2019. The Council provides e-learning training for new starters on data protection. The purchase of a privacy management system is being considered as part of service and budget planning for 2020/21. Data protection staff have attended training courses to maintain up to date knowledge and expertise.
Risk Owner: Senior Information Risk Owner (SIRO). Action Owner: Senior Information Risk Owner (SIRO) and Statutory Data Protection Portfolio Flag: Finance, Strategy Theme: Our Organisation. Officer (SDPO). Governance and Performance.
15 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR22: Partnerships Governance BCC has close involvement of Elected Mayor and Members in key partnerships. Regular We are reviewing and refreshing the Partnership Policy If the council does not maximise (or cannot quantify) the benefits review and evaluation of the current position by CLB. and Toolkit by August 2019. of partnership working and/or experiences negative or counter- Leads have been defined for recommendations to develop partnership working which Creating a central Partnership Register including productive results may arise from partnership working. were received by the Audit Committee in April 2016. Service Level Agreements (SLAs), Terms of Reference (Terms of reference) and contracts where appropriate. Key potential causes are: BCC has mechanisms in place for regular dialogue including formal partnerships. Failure to establish and/or manage contracts, Service Level The role of Director: Policy and Strategy has been expanded to include oversight of Creating a template terms of reference. Agreements and/or Terms of Reference in relation to partnerships and a permanent appointment to this post has been made. We are scoping and reviewing the need for partnerships. A refreshed Partnerships Policy has been drafted. (June 2019). 3 3 9 appropriate procurement training for relevant 2 3 6 Not maintaining a central register of partnerships, managers as part of Procurement Strategy. membership, governance arrangements and performance Scoping and reviewing the need for Commercial Training for relevant managers as part of measures. Procurement and Commercial Strategy. No identified lead officer to progress development of Created a central partnership register. partnership working as in proposals presented to the Audit Committee in April 2016. Outdated partnership policy and toolkit (last iteration 2010).
A broad 169 Page range of partnerships with variable degrees of formality. Risk Owner: Head of Paid Service. Action Owner: Head of Delivery Support Unit. Portfolio Flag: Finance, Strategy Theme: Our Organisation. Governance and Performance.
16 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR23: Better Lives Programme. We have a Programme Board in place that meets monthly and has a key governance We have moved in to a new phase of the Better Lives Programme, Failure to deliver the required outcomes and role for the Programme in terms of managing risk. The Board membership contains the focused on delivering the programme vision at pace. This includes savings from the Better Lives Programme, whilst Cabinet Lead for Adult Social Care, The Executive Directors for ACE and Resources, the activities to deliver further changes which are required around Older delivering against our statutory duties and Director of Adult Social Care and representation from both Bristol Hospital Trusts and People's services and an increased focus on Adults of Working Age and maintaining quality services. the Clinical Commissioning Group (CCG). They are provided with a verbal update and Preparing for Adulthood and Preparing for Adulthood. written monthly highlight report that contains key risks and issues. Any actions and Piloting provider reviews to ensure that people are receiving the right Key potential causes are: decisions arising are minuted with completion tracked through a log. care and support and freeing up capacity in the Market. Increased demand and complexity of Service The Programme Senior Responsible Officer (SRO) regularly attends key internal Delivering new technology and working practices to our Social Users' needs. governance meetings e.g. ACE Scrutiny Commission, Delivery Executive. The Provider Market is unable to meet needs in Workers. the required way and/or we suffer relationship We have introduced a trajectory management approach to define and track key Deliver new technology and ways of working to our Home First and breakdown. performance metrics across all areas of the programme, which are shared with the Reablement teams. Continue to increase the capacity of the Other Directorates within the organisation are Programme Board and ASC DMT on a monthly basis. This identifies any areas of Reablement service to the required level. unable to support the Programme in the way particular risk and allows the programme to put mitigating actions in place. Introducing a further rate increase for Home Care. required. 170 Page We have delivered and are planning to deliver a number of key interventions to Statutory requirements of Adult Social Care improve the diversity of provision and the Provider Market's ability to respond to Developing a new Preparing for Adulthood service. (ASC) mean resources have to be diverted away changing requirements and needs e.g. Bristol Price introduced for residential and Social workers working with Multi-agency partners supporting Adults from Programme activity. nursing care June 2018; Market Position statement provider event held .We are and elderly people to live safety within their families and communities Changes to the priorities of the wider health actively increasing opportunities to work with us in shaping the future market as well 2 7 14 It is planned to make a one off retention payment to all social workers 1 7 7 system and/or the National context, requires us as investing in key areas such as Home Care (Cabinet approved rate rise and as part of the council's retention policy. A wider review of the to divert resources/focus away from the innovation fund July 2018). remuneration package for social workers is planned to improve Programme's objectives. We are working closely with other areas of the Council we have a dependency on to recruitment and retention. There is a lack of sufficient skills and capacity help us deliver the programme outcomes e.g. Change Services, Housing, Communities, within Adult Social Care (ASC) to deliver the Information Communication Technology (ICT) and Procurement colleagues. Transforming the Safeguarding Adults Board. required change at the required pace. Focus on savings, demand management and We have a specific area of the Programme dedicated to strengthening partnership specific areas of the service creates risk in other working and integration with Health. areas of adult social care where we have a We have workstreams focussing on practice which ensure we are meeting statutory statutory duty to deliver. requirements and that people receive the correct care and support, including a Reviews workstream. We have introduced a number of interventions that are impacting new demand and enabling individuals to maximise their independence e.g. the introduction of the Bristol Price (June 2018); increased capacity and investment in Home Care (July 2018); increased capacity in the Reablement Service; Introduced a new Home First Service (October 2018). Developing proposals for a new Technology Enabled Care offer (Cabinet approval gained May 2019). Risk Owner: Executive Director, People Action Owner: Director Adult Social Care. Portfolio Flag: Adult Strategy Theme: Our Organisation, Empowering others and Caring, Fair and Inclusive, Social Care. Well connected, Wellbeing.
17 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR24: Procurement and Contract In 2018/19 BCC adopted a Category Management Following the alignment of CSRM and Procurement work is underway to review the Service Offering for the Management Compliance approach and revised the structure of the procurement Procurement Service. Failure to ensure that BCC: team to reflect the principles and methodology The draft service plan for 2019/20 includes Achieves value for money when A PFI contract management specialist has been Further developing and embedding of Social Value Policy and associated toolkit; purchasing goods and services. appointed to support the council and other stakeholders Developing and embed complimentary strategies that support sustainable procurement and supply chain Complies with legislation (including in the management of the contracts, undertake due practice, the risk of legal challenge), quality diligence to ensure maximum value is delivered from the Active commercial engagement at a strategic level on third party contracts and commercial arrangements. and cost. councils PFI contracts. Ongoing. Meets social value requirements Improving stakeholder engagement around forward planning and solution focus around commercial and for contract awards. Whilst the current Council procurement rules were procurement opportunities that are driven by the wider Council Objectives, Ensure orders for goods / services revised and agreed by Full Council in May 2018 there is a Maximising resources through effective approaches of commercial arrangements are efficiently placed and observes further review being undertaken to ensure that the rules Further develop an expert team of competent commercial professionals supported by fit for purpose tools, agreed terms. support robust commercial governance whilst at the systems and processes, and where appropriate suitable strategic partner arrangements to compliment same time support and enable proportional approach to BCC do not take into account long resources and add value around any identified gaps. managing commercial risks. This is also undertaking a term view with regards to TCO Embedding robust commercial processes and systems including clarity on the approach around Category Page 171 Page fundamental review on how the functioning of the (Total Cost of Ownership) & Life Management Commissioning and Procurement Group operates to Cycle Costs. We are developing an improvement action plan which will include the following: ensure commercial decision making is proportionate to High incidence of non-contracted Further development of the contract register to ensure that all contracts over £5k are captured. risks. 3 5 15 1 5 5 spends. Training and development plan for the procurement staff and the wider organisation. From 2 September the Commissioning Supplier Systems and processes to standardise and improve the monitoring of procurement performance. Key potential causes are: Relationship Management Service (CSRM) has been Procurement efficiencies are to be tracked in delivering agreed savings targets. Poor / weak pre procurement aligned with Corporate Procurement Service, to better forward planning and tender Further reviewing and where appropriate streamlining key processes, for example the Commissioning align resource and capacity to deliver both required specifications. Procurement Group (CPG). levels of procurement support coupled with improved Over reliance and inappropriate Seeking external support to both advance contract reviews to deliver savings and efficiencies as well as strategic management of contracts. A formal review of use of waivers. support knowledge transfer and upskilling within the service. the service is currently underway. Skills / knowledge gaps. Implementing the new Social Value Policy and toolkit for measuring, monitoring and reporting additional benefits. Ineffective Supply chain and More in-depth performance Data is being collated to market engagement. give greater visibility of compliant and non-compliant Improving engagement within and across Services to enhance forward planning and driving down reliance on use of waivers. Poor / weak contract monitoring. procurement activity and delivery of objectives e.g. Supplier failure and missed Social Value. Ongoing. Tendering processes are being reviewed to eliminate non-value added activity and support the appropriate opportunities of warning signs. A pilot tracker system has been developed with Social route to market. Resourcing and personnel gaps in Care Commissioners within the business to monitor The early warning system pilot will be reviewed with a view to wider rollout. the Procurement Service. performance to capture early warning signs linked to This is not an exhaustive list and once the improvement plan has been endorsed it will inform on next steps – Failure to properly embed supplier failure to enable early intervention and business end of Qtr. 4. Category Management resilience.
Risk Owner: Section 151 Officer, Action Owner: Director Finance (Section 151 Officer). Portfolio Flag: Finance, Strategy Theme: Our Organisation. Executive Director Resources. Governance and Performance.
18 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR25: Suitability of Line of Business IT Services continue to highlight risks and shortcomings with systems Planning for the roll out Windows 10, ICT are undertaking a review of the Council’s application (LOB) systems (in an informal manner) to Heads of Service and Senior Leadership portfolio to check compatibility with the new operating system. This has resulted in a widening The Councils reliance on legacy whilst the on-going formal review continues. We continue to work of the review to look at a number of other aspects, such as cost, contract status, security and systems. with Information Assurance colleagues in regards to those systems whether the functionality could be delivered through other products/solutions. which may perpetuate a Cyber Security or Information Management Key potential causes are: risk. We will continue to assess functionality and compatibility of LOS systems as part of the roll out Lack of desire to change; systems. of Windows 10. This will continue through to mid-2020. Significant transition activity leads It is the intention of ITTP to produce a report against the Council’s line of business review which to systems being. 4 5 20 places the applications into groups which can be considered by stakeholders for 2 5 10 expensive/complex to change replacement/removal/upgrade. Lack of understanding of consequences of not changing systems on ICT. Lack of adherence to Procurement
rules 172 Page in relation to re- procurements.
Risk Owner: Senior Information Risk Action Owner: Director, Digital Transformation. Portfolio Flag: Finance, Strategy Theme: Our Organisation. Owner (SIRO) for Cyber Security Governance and Service Areas for BCP/DR. Performance.
19 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR26: ICT Resilience Resilience has been implemented within the Corporate Network to The Council has a contract with a third party to provide DR capability. The Council is working to The Councils ability to deliver critical ensure that the network remains active and available in the event of a undertake a full end to end test of the services it procures however, this has been challenging. and key services in the event of ICT building becoming unavailable or a circuit being interrupted. Work to The Council continues to engage with the third party supplier and have recently received a quote outages, and be able to recover in the date. to undertake a full DR test, which is under review. event of system and/or data loss. Backups are held within, and external, to the corporate network to The small scale tests undertaken to date have taken far longer and have been more complex Key potential causes are: ensure availability. Work to date. than was envisaged. This has reduced confidence in the ICT service. Poor BCP planning and The ITTP (formerly FSA Programme) has the movement to more It is our intention to undertake a full DR test on an annual basis. However, as the small scale understanding of key system resilient hosting as part of a core deliverable. Utilising cloud hosting tests have been problematic, this has not been possible to date. architecture. improves resilience and recovery and enables access to key systems Untested DR arrangements from outside of the corporate network, and if necessary, from non- As part of the project to replace the Council’s on premise SAN, the Council is improving the 2 7 14 2 5 10 including data recovery. corporate devices. As approved by Cabinet June 2018. resilience of hosted services by extending our replication of data. Our on-going move of service to Cloud infrastructure will reduce the Council’s risk profile over time. Untested network reconfiguration The FSA Programme includes the review of future DR arrangements to alleviate key location outage. with the move to cloud for most services, and a move to crown Untested recovery schedules in hosting for remaining, servers. As approved by Cabinet June 2018. terms of order and instructions The FSA Programme includes work to aid with the survivability and
Lack 173 Page of resilience available for recovery of Cyber Security Incidents which will aid the resilience of key legacy systems (single points of Council systems. As approved by Cabinet June 2018. failure – people and technology). Services undertaking their own IT arrangements outside of the corporate approach. Risk Owner: Head of Paid Service and Action Owner: Director, Digital Transformation. Portfolio Flag: Finance, Strategy Theme: Our Organisation. Service Area Leads. Governance and Performance.
20 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR27: Capital Transport Programme Delivery Transport Programme Team set up. Transport department split which could endanger Management of the overall transport capital Transport Delivery Board set up. work done to date working on ways to mitigate this. programme is key to ensuring we deliver against Shared paperwork and highlight reporting process initiated. Work ongoing to ensure that recent progress is not mayoral priorities in the most cost and time lost and that positive direction of travel is not lost. efficient way possible. Failure to do so negatively Regular briefings and reporting to senior management and cabinet members. Working with Transport Planning Team (TPT) and impacts the council's reputation and finances and 5 year capital programme mapping process underway. other managers to develop systems further engaging makes the council less likely to reduce congestion, with Directors of Economy of Place and Management air pollution and inequality. of Place, to develop proposals for overall improved Key potential causes are: management of capital programme and recruitment 3 5 15 of appropriate resource levels. 2 5 10 Overspend on individual schemes leading to uncontainable cost pressures. We continuing to develop Transport Planning Team Underspend on annual profile. (TPT), Transport Development Board (TDB) and Lack of coordination and programme highlight report processes which are governed by the management across divisions. Growth and Regeneration (G&R) Board (monthly meeting). 5 Year mapping ongoing, 19/20 programme mapped Page 174 Page and ongoing.
Risk Owner: Executive Director Growth and Action Owner: Director Management of Place. Portfolio Flag: Strategy Theme: Our Organisation, Wellbeing. Regeneration. Communities.
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR29: Information Security Management System. We have worked with Information Governance Board (IGB) and ICT on introducing and/or designing an Information Assurance are continuing to work with There is a risk that if the council does not have an ISMS aligned to ISO 27001. ICT and IGB on implementing an Information Security Information Security Management System then it The Information Assurance Team have started a procurement process to design and deliver a new Management System. will not be able to effectively manage Information information security management system during ? Security risks.
Key potential causes are: 4 5 20 1 5 5 Ineffective Information Security Management System, inadequate resources to create and maintain an ISMS, management buy in and support to operate an ISMS
Risk Owner: Senior Information Risk Owner (SIRO). Action Owner: Senior Information Risk Owner (SIRO) and Statutory Data Protection Officer (SDPO). Portfolio Flag: Finance, Strategy Theme: Our Organisation. Governance and Performance.
21 Appendix A: Bristol City Council – Corporate Risk Report (register of risk summary) Q2 2019/20 Threat Risks
Corporate Risk Register as at September 2019 – Threat Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
CRR30: Failure to deliver Bristol City Council's Measures have been finalised and implementation Measures have been developed and will form part of the Clean Air Plan. Mayors Speech June 2019 wider Clean Air Plan (excluding traffic clean air plans are being developed. announced some of these as policy commitments (Mayors Office). zone) Communication/engagement with A proposal for funding from Reserves have been stakeholders does not result in sufficient produced and now approved. behavioural change. Staff being allocated to complete the work. We are unable to deliver actions committed to by Mayor in the wider Clean Air Plan (excluding Traffic New 3 5 15 1 1 1 Clean Air Zone) - which is addressed in MoP service area.
Key potential causes are: Staff capacity. Procurement risks.
Risk Owner: Executive Director Growth and Action Owner: Climate Change & Sustainable City Manager Portfolio Flag: Strategy Theme: Wellbeing Regeneration, 175 Page Colin Molton Strategic Planning and City Design
22 Appendix A: Bristol City Council – Corporate Risk Report Q2 2019/20 Opportunity Risks
Corporate Risk Register as at September 2019 – Opportunity Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Likelihood Impact Risk Likelihood Impact Risk Performance
OPP1: One City Approach We have Launched the One City Plan v1 in January 2019. Have implemented the citywide governance structure including The One City Approach will offer a new way to plan establishing the Economy Board, Environment Board and the strategically with partners as part of a wider city We have funded the core City Office staff team for 2019/20 (April 2019). associated city Climate Advisory Committee. All boards have now met system. and are refreshing their contributions to the One City Plan. Key potential causes: We have appointed to the Head of City Office role, with post holders to take up job- The City Office has engaged a sponsorship expert to scope potential share position in July/Aug 2019. Mayoral aspiration and widespread partner sign- opportunities for future funding. Project activity will also be supported up to the principle. by the 100,000 Euros awarded to One City as a prize-winner for We have established the majority of One City Boards, with Environment and Economy 3 7 21 European Capital of Innovation. 4 7 28 Work to date has produced outline plan and to Launch in the next quarter. engaged partners in the long-term vision and The office is now staffed with 2x Operational and Stakeholder necessary work to complete the plan. We have agreed the top three priority One City projects for 19/20 and are actively Engagement Managers, a SDG Coordinator and with a sequence of supporting these. interns, work experience and external offers of resourcing to support the initiatives. Aligned internal resourcing for One City Plan development with our review of Partnership Policy (see CRR21) to ensure a joined-up approach. Planning work to iterate the One City Plan for v2 in January 2020. Establishing the leadership framework with a regular meeting pulse Page 176 Page and associated governance mechanisms Risk Owner: Head of Paid Service. Action Owner: Director Policy, Strategy and Partnerships. Portfolio Flag: Mayor. Strategy Theme: Our Organisation.
Corporate Risk Register as at September 2019 – Opportunity Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
OPP2: Corporate Strategy We have approved and adopted the Corporate Strategy, Business Plan 18/19 and Running an integrated business planning approach for 2020/21, linking The approved Corporate Strategy presents an Performance Framework 18/19 through appropriate Decision Pathways. financial planning, and service planning and performance management opportunity to fundamentally refresh and Re-launched and completed 'My Performance' reviews for all colleagues including more closely and from an earlier starting point. strengthen our business planning, leadership and annual objective setting linked to the Corporate Strategy and Business Plan 18/19. Following up roll-out of iTrent for performance. performance frameworks. Designed and launched an integrated business planning approach for 2019/20, linking Key potential causes: financial planning, service planning, Risk Management and performance management 4 7 28 4 7 28 Approved Corporate Strategy provides the more closely and from an earlier starting point. foundation and direction for the organisation. The LGA Corporate Peer Challenge completed, providing fresh learning opportunities to improve our approach. Leadership Framework introduced and senior management posts recruited against it.
Risk Owner: Head of Paid Service. Action Owner: Director Policy, Strategy and Partnerships. Portfolio Flag: Finance, Strategy Theme: Our Organisation. Governance and Performance.
23 Appendix A: Bristol City Council – Corporate Risk Report Q2 2019/20 Opportunity Risks Corporate Risk Register as at September 2019 – Opportunity Risks to the achievement of Bristol City Councils Objectives. Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
OPP3: Devolution We have continued engagement with WECA; but with recognition that focus has been We will continue to engage with WECA at strategic level. Should the potential arise for opportunities from a placed more on a proposed housing fund. The national uncertainty around long term We will launch the ‘Powerhouse for the West’ report at the House of region’s devolving, second devolution deal that government funding and approach has decreased the opportunity slightly (Q1 19/20), Lords on 8 July and continue development of the concept. could lead to an opportunity to align the Council’s but this has recovered given the opportunity around a potential 'powerhouse' for the We will continue to engage with HM Government following suggestion corporate priorities and strengthen regional West of Britain, which has early positive momentum. (Q2 19/20) partnership working. 3 5 15 that more devolution opportunities may be available following Brexit, 3 7 21 We have commissioned work to investigate the potential for a Western Powerhouse, a including specific spending review asks and engagement on the Key potential causes: cross-border, cross-sector partnership akin to the Northern Powerhouse or Midlands Western Powerhouse proposal. Potential development of second devolution Engine. deal. We are establishing a Secretariat for the proposed western powerhouse and will continue to engage partners and HM Government on this project. Risk Owner: Head of Paid Service. Action Owner: Director Policy, Strategy and Partnerships. Portfolio Flag: Finance, Strategy Theme: Our Organisation. Governance and Performance.
Corporate Risk Register as at September 2019 – Opportunity Risks to the achievement of Bristol City Councils Objectives.
Page 177 Page Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
OPP4: Brexit. Undertaken an internal assessment of threat and opportunities following an We are monitoring the issue on an ongoing basis. We have further If exiting the European Union provides benefits, externally-provided workshop, publishing our No Deal Scenario Assessment and meetings of Bristol Brexit Response Group and Brexit Project Board. such as increased domestic concentration of power, updated it in Q2 2019. Continued monitoring of external environment and government this may lead to opportunities for this to be Established a city Brexit Response Group and met since 2016. relations. harnessed at a local or regional level. Met Michel Barnier in Brussels with the Core Cities. Promoting a potential powerhouse for the West of Britain as a post- Key potential causes for enhancing and exploiting: Brexit opportunity to invest in the region and city. Exiting the European Union. Been monitoring the environment; including news of threats from large local employers of leaving UK. Collaborated on draft Inclusive Economic Growth Strategy and Local Industrial 1 5 5 1 5 5 Strategy. Participating in MHCLG events and national working group of local authority representatives. We continue to work with Core Cities and M8 leaders on concerted joint efforts. We have formed a Brexit Project Board for internal preparedness and provided fortnightly updates to all Members on preparedness work. We have agreed terms of reference for a Brexit Coordination Group to manage daily operations in the event of a No Deal exit. Risk Owner: Head of Paid Service. Action Owner: Director Policy, Strategy and Partnerships. Portfolio Flag: Finance, Strategy Theme: Our Organisation. Governance and Performance.
24 Appendix A: Bristol City Council - Corporate Risk Report (register of risk summary) Q2 2018/19 External Risk and Civil Contingency Risk Key External Risk and Civil Contingency Risks to note - Flooding and Brexit
Corporate Risk Register as at September 2019 - External and Civil Contingency Risks Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
BCCC2: Brexit We have established Bristol Brexit Response Group. Continue to implement actions identified through No Deal Brexit The risk that Brexit (and any resulting 'deal' or 'no With Core Cities, met Michel Barnier in Brussels. Scenario Assessment. Ongoing. deal') will impact the local economy, local funding Working with Core Cities and M8 leaders on concerted joint efforts. Continued internal Brexit Project Board to oversee BCC preparedness and delivery of council services, and that and respond with agility to changing circumstances. Ongoing. uncertainty around Brexit could impact our ability Monitored environment; including news of threats from large local employers of leaving UK. Continued monitoring of external environment and government to accurately assess or plan for potential positive or relations. Ongoing. negative outcomes. Collaborated on draft Inclusive Economic Growth Strategy and Local Industrial Strategy. Continue engagement with all relevant government departments and Key potential causes are: partners to ensure sectoral/organisation risks are communicated and Exiting the European Union. Developed a BCC Brexit No Deal Scenario Assessment to inform action planning - mitigations proactively suggested. Ongoing. Lack of majority view on draft agreement with focusing on workforce, supply chain, city economy, legal, data & regulatory, finance & EU. funding, core operations, civil contingencies and housing. Tested this with partners, Revisiting our No Deal Scenario Assessment to check it against Unprecedented and complex national / Resources Scrutiny and OSMB. refreshed evidence base. international process. Participation in MHCLG events and national working group of local authority Continue to meet with neighbouring Brexit Lead Officers and plan
Lack 178 Page of planning by the authority. representatives. further actions together, including shared initiatives. Formed Brexit Project Board to take forward preparedness actions and met 3 7 21 3 7 21 consistently to drive progress. Agreed funding for key areas for mitigation work. Provided fortnightly update emails to members. Established TOR for a Brexit Coordination Group to manage daily activity in a No Deal scenario (Jan 2019) and tested (Mar 2019). Updated No Deal Scenario Assessment in line with national planning assumptions and ASLRF risk assessment. (Sep 19). Taken forward a range of actions set by Brexit Project Board, including hiring additional capacity in procurement, communications and civil contingencies. (Ongoing). Established regular meeting of Brexit Lead Officers from neighbouring authorities and WECA to share approaches and best practice. (Sep 19). Established additional formal updates to CMB (Cllr Cheney) weekly and to Cabinet (information items) (Sep 19). Risk Owner: Head of Paid Service. Action Owner: Director Policy, Strategy and Partnerships. Portfolio Flag: Finance, Strategy Theme: Our Organisation. Governance and Performance.
25 Appendix A: Bristol City Council - Corporate Risk Report (register of risk summary) Q2 2018/19 External Risk and Civil Contingency Risks
Key External Risk and Civil Contingency Risks to note
Corporate Risk Register as at September 2019 - External and Civil Contingency Risks Current Risk Tolerance Level Risk Level
Risk title and description What we have done What we are doing Rating Rating Performance Likelihood Impact Risk Likelihood Impact Risk
BCCC1: Flooding. The Avon and Somerset Local Resilience Forum (LRF) is a partnership of all the organisations There is sustained resourcing and delivery of all There could be a risk of damage to properties and infrastructure needed to prepare for an emergency in the LRF area. It includes the emergency services, actions in LFRMS over life of strategy. Strategy as well as risk to public safety from flooding which may be caused health services, Maritime and Coastal Agency, Environment Agency, volunteer agencies, includes the following key projects: by a tidal surge, heavy rainfall and river and groundwater flood utility companies, transport providers and the five councils of Bath and North East Somerset, Working in partnership with the events. Bristol, North Somerset, Somerset and South Gloucestershire. Environment Agency to develop a Bristol Key potential causes are: Bristol is working with the Avon and Somerset LRF to construct new sea defences around Tidal Flood Risk Management Strategy to North Somerset, Bristol and South Gloucestershire. Working with emergency services, local Tidal surge, heavy rainfall, river and groundwater flood events. protect the city centre, including climate authorities and other agencies to develop flood response plans and procedures, investigating change. Impact of climate change. instances of flooding, training specialist staff in swift water rescue techniques, communicating Working in partnership with South Lack of effective flood defences and preparedness for major 3 5 15 3 3 9 with housing and business developers to incorporate flood protection into new Gloucester and the Environment Agency to incidents. developments. It provide guidance to members of the public about flooding, including flood deliver a flood scheme to help protect warnings and what people can do to help themselves, regular maintenance and clearing Avonmouth Village and the Enterprise Area programs of gullies and culverts, especially in the event of storm warnings. from tidal flooding, including climate Page 179 Page Bristol has in place a local Flood Risk Management Strategy approved at Cabinet in December change. 2017 which comprises of 5 keys areas and 43 separate actions in line with Environment Agency's national strategy.
Risk Owner: Executive Director Growth and Regeneration. Action Owner: Director Management of Place, Flood Risk Engineer. Portfolio Flag: Energy, Strategy Theme: Our Organisation, Empowering and Caring, Fair Waste and Regulatory and Inclusive, Well Connected, Wellbeing. Services.
26 Appendix A: Bristol City Council - Corporate Risk Report (register of risk summary) Q2 2019/20 Performance Summary
Quarter 4 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Corporate Threat Risk Performance Summary Jan – Mar 19/20 Apr – Jun 19/20 Jul - Sept 19/20 Oct - Dec 19/20 Jan - Mar 20/21
Page Risk ID Risk Risk Owner Rating Travel Rating Travel Rating Travel Rating Travel Rating Travel
6 CRR7 Cyber-Security(Previously Cyber-Attack) Senior Information Risk Owner (SIRO) 3x7=21 3x7=21 3x7=21 1 CRR1 Long Term Commercial Investments and Major projects Executive Director Growth and Regeneration, Capital Investment Executive Director Resources and Section 151 Officer 3x7=21 3x7=21 3x7=21
19 CRR25 Suitability of Line of Business Systems (LOB) Senior Information Risk Owner (SIRO) 3x5=15 4x5=20 4x5=20
21 CRR29 Information Security Management System. Senior Information Risk Owner (SIRO) 4x5=20 New 4x5=20 21 CRR27 Capital Transport Programme Delivery Executive Director Growth and Regeneration 3x7=21 New 3x5=15 3x5=15 14 CRR19 Tree Management Executive Director Growth and Regeneration 3x5=15 3x5=15 3x5=15 18 CRR24 Procurement and contract management compliance Executive Director Resources and Director of Finance 3x5=15 3x5=15 3x5=15 (Section 151 Officer) 5 CRR6 Fraud and Corruption Executive Director Resources and Director of Finance 3x5=15 3x5=15 3x5=15 (Section 151 Officer) 22 CRR30 Failure to deliver Bristol City Council's wider Clean Air Plan. Executive Director Growth and Regeneration Communication/engagement with stakeholders does not Page 180 Page 3x5=15 New result in sufficient behavioural change (excluding traffic clean air zone). 2 CRR3 Asbestos Management Head of Paid Service and CLB 3x7=21 3x7=21 2x7=14 3 CRR4 Corporate Health, Safety and Wellbeing Head of Paid Service and CLB 3x7=21 3x7=21 2x7=14 20 CRR26 ICT Resilience Head of Paid Service, service area leads 3x7=21 2x7=14 2x7=14 (Previously IT infrastructure CRR2) 17 CRR23 Better Lives Programme Executive Director, People 2x7=14 2x7=14 2x7=14
7 CRR9 Safeguarding Vulnerable Children Executive Director, People 2x7=14 2x7=14 2x7=14 8 CRR10 Safeguarding Vulnerable Adults Executive Director, People 2x7=14 2x7=14 2x7=14 9 CRR11 BCC Infrastructure Delivery Director of Finance (Section 151 Officer) and Executive 2x7=14 2x7=14 2x7=14 Director Growth and Regeneration 10 CRR12 Failure to deliver suitable emergency planning measures, Executive Director Growth and Regeneration respond to and manage emergency events when they occur. 2x7=14 2x7=14 2x7=14 (Previously Civil Contingencies and Council Resilience) 4 CRR5 Business Continuity and Council Resilience Head of Paid Service / Executive Director Growth and 3x5=15 3x5=15 2x5=10 Regeneration 13 CRR18 The risk of failing to deliver the range of housing to meet Executive Director Growth and Regeneration Bristol's needs and not realise the ambition to deliver 2000 2x7=14 2x5=10 2x5=10 homes, of which 800 are affordable, per annum by 2020. 11 CRR13 Financial Framework and MTFP Director of Finance (Section 151 Officer) 3x5=15 2x5=10 2x5=10 15 CRR21 Information Governance (Replaces CRR14) Senior Information Risk Owner (SIRO) 3x5=15 2x5=10 2x5=10 12 CRR15 Financial Deficit Director of Finance (Section 151 Officer) 1x5=5 2x5=10 2x5=10
16 CRR22 Partnerships Governance Head of Paid Service 3x3=9 3x3=9 3x3=9
27 Appendix A: Bristol City Council - Corporate Risk Report (register of risk summary) Q2 2019/20 Performance Summary
Quarter 4 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Corporate risk performance summary for closed / de-escalated risks Jan – Mar 18/19 Apr – Jun 19/20 Jul – Sept 19/20 Oct - Dec 19/20 Jan - Mar 19/20
Status Risk ID Risk Risk Owner Rating Travel Rating Travel Rating Travel Rating Travel Rating Travel
Closed CRR8 Service Review Head of Paid Service 2x5=10 Closed
De -escalated CRR16 Leadership Head of Paid Service and CLB 2x5=10 2x5=10 Closed
De -escalated CRR17 Strategy Management Head of Paid Service 1x7=7 1x7=7 Closed
Corporate Risk Performance Summary for Opportunity risks Quarter 4 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Jan – Mar 18/19 Apr – Jun 19/20 Jul – Sept 19/20 Oct - Dec 19/20 Jan - Mar 19/20 Page Risk ID Risk Risk Owner Travel Rating Rating Travel Rating Travel Rating Travel Rating Travel 23 OPP2 Corporate Strategy Head of Paid Service 4x7=28 4x7=28 4x7=28
23 OPP1 One City Head of Paid Service 4x5=20 4x5=20 3x7=21
24 OPP3 Devolution Head of Paid Service 3x5=15 3x5=15 3x5=15 Page 181 Page 24 OPP4 Brexit Head of Paid Service 1x5=5 1x5=5 1x5=5
Corporate Risk Performance Summary for External and Civil Contingency risks Quarter 4 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Jan – Mar 18/19 Apr – Jun 19/20 Jul – Sept 19/20 Oct - Dec 19/20 Jan - Mar 19/20 Page Risk ID Risk Risk Owner Travel Rating Rating Travel Rating Travel Rating Travel Rating Travel
25 BCCC2 Brexit Head of Paid Service 4x5=20 3x7=21 3x7=21
26 BCCC1 Flooding Executive Director Growth and Regeneration 3x5=15 3x5=15 3x5=15
28 Appendix A: Bristol City Council - Corporate Risk Report (register of risk summary) Q2 2019/20 Risk Matrix
Risk Scoring Matrix Page 182 Page
Current and Tolerance risk ratings: The ‘Current’ risk rating for both threats and opportunities refer to the current level of risk taking into account any strategies to manage risk - management actions, controls and fall back plans already in place. The ‘Tolerance’ rating represents what is deemed to be a realistic level of risk to be achieved once additional actions have been put in place. On some occasions the aim will be to contain the level of the risk at the current level.
Positive Risks (Opportunities): Where the risk is an opportunity, a cost benefit analysis is required to determine whether the opportunity is worth pursuing, guided by the score for the matrix, e.g. an opportunity with a score of 28 would be pursued as it would offer considerable benefits for little risk.
Positive Risks (Opportunities) 29 Appendix A: Bristol City Council - Bristol City Council - Corporate Risk Report (register of risk summary) Q2 2019/20 Risk Scoring Criteria
LIKELIHOOD AND IMPACT RISK RATING SCORING
Likelihood Guidance
Likelihood Likelihood Ratings 1 to 4 1 2 3 4 Description Might happen on rare occasions. Will possibly happen, possibly on several Will probably happen, possibly at regular intervals. Likely to happen, possibly frequently. occasions. Numerical Likelihood Less than 10% Less than 50% 50% or more 75% or more
Severity of Impact Guidance (Risk to be assessed against all of the Categories, and the highest score used in the matrix).
Impact Category Impact Levels 1 to 7 1 3 5 7 Service provision Very limited effect (positive or Noticeable and significant effect (positive or Severe effect on service provision or a Corporate Extremely severe service disruption. Significant negative) on service provision. negative) on service provision. Strategic Plan priority area. customer opposition. Legal action. Impact can be managed within Effect may require some additional resource, but Effect may require considerable /additional resource Effect could not be managed within a reasonable time normal working arrangements. manageable in a reasonable time frame. but will not require a major strategy change. frame or by a short-term allocation of resources and may require major strategy changes. The Council risks ‘special measures’. Officer / Member forced to resign. Communities Minimal impact on community. Noticeable (positive or negative) impact on the A more severe but manageable impact (positive or A lasting and noticeable impact on a significant number
Page 183 Page community or a more manageable impact on a negative) on a significant number of vulnerable of vulnerable groups / individuals. smaller number of vulnerable groups / individuals groups / individuals which is not likely to last more which is not likely to last more than six months. than twelve months. Environmental No effect (positive or negative) on Short term effect (positive or negative) on the Serious local discharge of pollutant or source of Lasting effect on the natural and or built environment. the natural and built environment. natural and or built environment. community annoyance that requires remedial action. Financial Loss / Gain Under £0.5m Between £0.5m - £3m Between £3m - £5m More than £5m Fraud & Corruption Loss Under £50k Between £50k - £100k Between £100k - £1m More than £1m Legal No significant legal implications or Tribunal / BCC legal team involvement required Criminal prosecution anticipated and / or civil Criminal prosecution anticipated and or civil litigation (> action is anticipated. (potential for claim). litigation. 1 person). Personal Safety Minor injury to citizens or Significant injury or ill health of citizens or Major injury or ill health of citizens or colleagues may Death of citizen(s) or colleague(s). colleagues. colleagues causing short-term disability / absence result in. long term disability / absence from work. Significant long-term disability / absence from work. from work. Programme / Project Minor delays and/or budget Slippage causes significant delay to delivery of Slippage causes significant delay to delivery of key Significant issues threaten delivery of the entire project. Management overspend but can be brought back key project milestones, and/or budget project milestones; and/or major budget overspends. Could lead to project being cancelled or put on hold. (Including developing on schedule with this project stage. overspends. Major threat to delivery of the project on time and to commercial enterprises) No threat to delivery of the project No threat to overall delivery of the project and budget, and achievement of one or more benefits / on time and to budget and no the identified benefits / outcomes. outcomes. threat to identified benefits / outcomes. Reputation Minimal and transient loss of public Significant public or partner interest although Serious potential for enhancement of, or damage to, Highly significant potential for enhancement of, or or partner trust. Contained within limited potential for enhancement of, or damage reputation and the willingness of other parties to damage to, reputation and the willingness of other the individual service. to, reputation. collaborate or do business with the council. parties to collaborate or do business with the council. Dissatisfaction reported through council Dissatisfaction regularly reported through council Intense local, national and potentially international complaints procedure but contained within the complaints procedure. media attention. council. Higher levels of local or national interest. Viral social media or online pick-up. Local MP involvement. Some local media/social media interest. Higher levels of local media / social media interest. Public enquiry or poor external assessor report.
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